Author

Dr Antoni Vidiella

Published

16 September 2026

Estimated Read time

5Mins

Dr Antoni Vidiella, CSO of the Financial Services AI Studio at Globant, on why the payments ecosystem must prepare for autonomous transactions

For most of the digital commerce era, businesses have focused on designing experiences for human customers. Websites, apps and checkout journeys have been optimised to make it easier and faster for people to discover products and complete purchases. Artificial intelligence is beginning to change that assumption.

As AI tools become more capable, they are moving beyond recommendation and analysis towards autonomous execution. They can streamline purchasing by comparing products, monitoring prices, managing budgets, and initiating purchases on behalf of users.

The foundations for this shift are already in place. In 2024, a joint survey by the Bank of England and the Financial Conduct Authority found that 75% of UK financial services firms already use artificial intelligence, with a further 10% planning adoption within the next three years. As AI becomes more embedded across financial services and commerce, its role is expanding from analysis to decision-making and execution.

When AI becomes the customer

Early versions of AI-assisted purchasing are already emerging across consumer and enterprise environments. For example, platforms such as Stripe and Brex use AI to analyse transaction data, forecast cash flow, and automatically trigger payments, credit decisions, or supplier financing options in real time—reducing manual intervention in financial operations.

Many consumers already use services that monitor spending and recommend cheaper broadband, insurance or energy providers. The next step is allowing these systems to execute the switch automatically once user preferences are defined.

As these capabilities mature, merchants may increasingly find themselves selling to software agents acting on behalf of customers, rather than interacting directly with the customer themselves.

Designing commerce for machine decision-makers

This shift introduces a new challenge for digital commerce platforms. Human buyers are influenced by design, branding and marketing. AI systems evaluate different signals. They prioritise structured data such as product specifications, pricing transparency, availability and delivery terms.

For merchants, this means product catalogues and pricing data must increasingly be structured for machine consumption. Clear APIs, consistent data formats and reliable inventory information will become essential. In financial transactions, this mirrors the growing adoption of standards such as ISO 20022, which enable richer, more structured data exchange between systems. If an AI agent cannot easily interpret a product listing or compare it with alternatives, that product may simply be excluded from the decision process altogether.

In effect, merchants will need to optimise not only for search engines and human shoppers but also for AI agents performing automated product comparisons and purchasing decisions.

Implications for payments infrastructure

The rise of agent-driven commerce also has significant implications for the payment ecosystem. Most payment systems today assume a human actor at the point of transaction. Authentication mechanisms, behavioural analysis and fraud detection models are designed around patterns of individual user behaviour. AI systems behave differently.

An autonomous purchasing agent might analyse multiple merchants simultaneously, execute transactions at high speed or adjust purchasing behaviour dynamically in response to pricing changes. From the perspective of traditional fraud monitoring systems, this behaviour may resemble malicious bot activity rather than legitimate economic participation.

As a result, payments infrastructure must evolve to support authorised automated transactions. One key requirement will be stronger frameworks for delegated authority. Individuals and organisations must be able to define clear rules governing what AI systems are permitted to do.

These rules may include spending limits, merchant restrictions, time-based conditions or transaction thresholds. Instead of approving each transaction manually, users define the parameters within which automated systems can operate.

Identity systems will also need to adapt. Payment networks must be able to verify that a transaction has been initiated by an authorised AI agent that is acting on behalf of a verified individual or organisation. This will require a shift in fraud modelling such as detecting anomalous behaviour from approaches based on device fingerprinting, to verifying trusted digital identities through mechanisms such as verifiable credentials. In this model, legitimacy is established through cryptographic proof of identity and delegated authority, rather than inferred from behaviour alone.

Building trust in autonomous commerce

Trust remains the foundation of any payments ecosystem, particularly as automation increases. AI-driven transactions must operate within transparent governance frameworks that allow institutions to monitor behaviour, maintain clear audit trails and explain automated decisions where necessary.

Financial institutions and FinTech providers therefore face a dual challenge. They must support the speed and efficiency required for machine-driven commerce while ensuring that security, compliance and accountability remain intact.

This balance is particularly important in regulated markets such as the UK and Europe, where data governance and consumer protection remain central to financial innovation. It also raises questions around how the legal liability framework is distributed between the user, the agent provider and the merchant if an automated purchase goes wrong, and how frameworks such as Strong Customer Authentication will need to evolve, particularly in light of PSD3 and the EU AI Act, to support pre-authorised, agent-driven transactions.

Preparing for an agent-ready economy

Commerce has repeatedly adapted to new digital interfaces. The industry has moved from physical storefronts to websites, mobile apps and embedded financial services. Each shift has reshaped how value moves between buyers and sellers. AI agents represent the next interface layer.

Rather than simply assisting people during transactions, these systems may increasingly act on behalf of users within defined boundaries and manage parts of the purchasing process automatically.

For merchants, this means ensuring product data, pricing structures and digital platforms are accessible to automated decision systems. For FinTech providers and payment networks, it means building infrastructure capable of supporting secure machine-initiated transactions.

After decades of digital transformation in financial services, one lesson remains consistent. Innovation rarely happens all at once. Instead, it emerges gradually as technologies mature and new behaviours become normal. Agent-driven commerce is likely to follow that same path.

The organisations that recognise this early and begin designing systems that support both human and machine participants will help define how the next generation of payments operates.

Learn more at globant.com

  • Artificial Intelligence in FinTech
  • Digital Payments

Author

Ramon Villareal & Armin Warda

Published

15 September 2026

Estimated Read time

5Mins

Red Hat’s Ramon Villareal, payments industry lead, financial services, and Armin Warda, global FSI architect and digital assets lead, on building an open infrastructure capable of supporting all financial rails

Stablecoins are moving beyond experimentation and into the financial services mainstream. Fiserv launched its FIUSD stablecoin in July, Mastercard recently acquired BVNK for up to $1.8 billion, and Visa has started offering stablecoin advisory services. These actions are driven by customer demand for faster, more efficient cross-border payments, along with increased interest in programmable payments and automated settlement capabilities that traditional payments cannot provide.

But while stablecoins offer noticeable strengths over traditional payment rails, those systems aren’t going away. Instead, the rise of stablecoins is causing them to adapt and modernise. Real-time payment systems continue to expand globally, card networks are investing heavily in digital asset capabilities, and SWIFT is pursuing modernisation initiatives designed to improve the speed and efficiency of cross-border payments.

Stablecoins are also driving innovation in traditional payment rails. While the industry continues to embrace these new forms of digital currency, it must also be prepared to integrate with and evolve traditional payment rails. Indeed, one of the biggest challenges facing financial institutions will be building the infrastructure needed to support a multi-rail payments environment.

Stablecoin’s Biggest Infrastructure Challenges

Traditional payment systems may be built on complex, cumbersome legacy technology, but they do have some inherent advantages. Organisations have spent years refining legacy payment platforms to meet throughput, high-reliability, business-continuity, and security requirements. They may not be designed to meet the speed and responsiveness requirements of modern business, but they are generally very good for resilience, scalability, compliance, and data protection.

In comparison, the underlying infrastructure for stablecoins is, at this point, more of a concept than a practical reality. That’s good news in one respect: organisations essentially have a blank slate upon which to build their stablecoin technology. However, it poses a couple of major challenges.

First, the infrastructure must be as robust as that already in place and in operation in traditional payment systems, with the same service-level agreements and security controls. However, organisations must also account for the unique demands of distributed ledger technologies (DLTs). Compared with traditional payment environments, DLT systems add further layers of operational complexity that can quickly become difficult to manage at scale. As a result, automation becomes a critical requirement rather than an optional feature. Financial institutions must consider how they will automate the processes required to deploy, maintain, monitor, and operate these environments.

Interoperability is Critical to Success

Building an automated, secure, and resilient stablecoin platform is only part of the challenge. Since stablecoins and traditional payment systems will operate side by side for the foreseeable future, organisations must configure their new networks to effectively integrate with and communicate with the wider payments ecosystem that customers already rely on.

Financial institutions are increasingly wary of creating new technology silos. So, while it’s possible to deploy a standalone stablecoin platform with its own features and safeguards, that creates a disconnected island that operates independently from the systems banks use every day.

Platforms for digital assets management and custody cannot remain isolated islands, but have to be integrated into the existing business-, compliance- and IT-landscapes of the organisation. Tightly integrating stablecoin capabilities with existing account management platforms, payment systems, fraud controls, and compliance processes addresses this issue. Stablecoins must be able to interact with traditional payment rails as well as with other stablecoins, tokenised deposits, and emerging digital currency frameworks across regions worldwide.

Why Open Hybrid Architectures Matter

Achieving this level of interoperability requires a technology architecture that connects emerging digital asset classes to existing payment rails while retaining high levels of flexibility, resilience, and security. This is where open hybrid architectures come into play.

Hybrid environments give financial institutions an edge in resilience and business continuity across borders and systems. For instance, many stablecoin networks span multiple jurisdictions and cloud environments. Open hybrid architectures enable organisations to easily move workloads across disparate locations without downtime or interference.

This level of flexibility will become increasingly important as the payments landscape evolves. An open infrastructure is essentially platform-agnostic. It allows organisations to respond to changing requirements without rebuilding their underlying technology at the whim of every new regulation or system update. A massive benefit in a world where the regulatory and technological landscape is continually changing.

A commitment to openness, however, provides more value than just flexibility and portability. Many of the distributed ledger technologies that underpin stablecoin ecosystems were developed within open source communities, creating a natural alignment between open source innovation and open hybrid architectures. By embracing this community, organisations can leverage innovation from the broader technology ecosystem while maintaining the security, transparency, governance, and operational controls required for modern-day financial services.

An Infrastructure for Today and Tomorrow

The financial market is at an inflection point. Traditional payment networks are no longer the only option for moving money across borders and businesses. Today, a growing number of organisations are turning to stablecoins to leverage a currency that offers the stability of fiat and the speed of bitcoin.

However, as financial institutions navigate this exciting opportunity, it’s important to remember that although stablecoins offer significant benefits over traditional payment rails, those rails remain vital to the global economy. Therefore, financial institutions should not choose between rail systems. Instead, they should focus on building an open infrastructure capable of supporting both—an approach that will set them up well now and in the future.

Learn more at redhat.com

  • Blockchain & Crypto
  • Digital Payments

Author

Brad McCreedy

Published

14 September 2026

Estimated Read time

4Mins

Brad McCreedy, EPM Europe Practice Leader at The Hackett Group, on why organisations need to move beyond traditional reporting and step into a future of insight-driven enablement

For decades, finance organisations have been striving towards the “self-service revolution”. Yet, despite all the efforts, a significant “human integration layer” remained – with teams spending their lives sourcing data, reconciling and manually building reports.

Today, that era of stagnation is over – the revolution is no longer a distant horizon; it is being delivered – not because dashboards have become prettier, but because AI has made self-service reporting genuinely intelligent. Instead of simply enabling users to pull their own reports, AI now acts like a shadow business partner, rapidly equipping finance with the strategic insights they once spent a disproportionate amount of time compiling themselves.   

The shift is profound: reporting is no longer a retrieval exercise but an intelligent, insight on-demand capability – serving as the right hand of the finance business partner and supporting the organisation’s strategic agenda.

From pulling data to shaping questions

The “good news” is well documented: conversational AI allows any user to ask, “What will the impact be on my cash flow?” and receive an answer in seconds. But as many finance leaders are discovering, there is a catch.

Data models remain complex. AI can’t always bridge the gap between a raw query and a nuanced, multidimensional structure without a human guiding the way. This is where the role of the finance business partner evolves.

Instead of merely providing answers, we are now in the business of shaping the questions. We apply years of business context to ensure the right question is being asked in the right way. It marks a shift from data-entry to high-level advisory – a “hand-holding” function that ensures the AI’s speed is matched by human accuracy.

The productivity dividend

The impact of leveraging technologies like conversational AI isn’t just theoretical; it’s quantifiable. According to The Hackett Group’s 2026 Digital World Class® Finance research, top-quartile organisations are already seeing the gap widen:

  • 44% lower operating costs
  • 42% less time spent collecting data
  • 2.07X more time spent on high-value analysis

Case example: the death of the slide deck

Imagine a global technology organisation where finance was stuck playing translator for a sea of disconnected systems. Now, imagine that model replaced by:

  • Natural-language Q&A for leaders to interrogate revenue and pipeline trends directly.
  • Real-time scenario modelling during C-suite reviews (e.g. “What happens if North American demand dips 5%?”).
  • Automated narratives that explain the “why” behind the variances before the meeting even starts.

And here is the plot twist: This isn’t a vision of the future. It’s a real success story. This organisation eliminated over 300 legacy reports and saved more than one million labour hours annually. They now conduct performance reviews directly “on the glass” – no slide decks, no manual cut-and-paste.

The leadership mandate: engineering strategic capacity

If 30-50% of manual reporting work disappears, where does that capacity go? It is the ‘Transformation Dividend’ that must be reinvested to finally bridge the gap between back-office reporting and true strategic partnership.

While the opportunity is vast, it isn’t automatic. In The Hackett Group’s 2026 Finance Key Issues Study, finance leaders reported organisational resistance to change, resource budget constraints and data complexity as the top three barriers to finance transformation, therefore finance leaders must:

  1. Prepare the organisation: Finance must move from “answering the mail” to proactively challenging business assumptions.
  2. Become a talent magnet and retain top performers: This isn’t just about efficiency; it’s about retention. The next generation of finance talent doesn’t want to spend their weekends reconciling data. They want to exploit technology to do the heavy lifting so they can focus on strategy.
  3. Establish a robust EPM strategy: AI lowers the barrier to entry, but it doesn’t eliminate the need for clean data and disciplined stewardship. Governance remains the foundation.

The moment is here

While we are still in the early days, The Hackett Group’s study indicated that 86% of finance organisations report having a major AI initiative planned this year, but the Digital World Class® leaders are already accelerating. In fact, a significant 41% of the organisations reported that they have scaled or piloted AI across planning and forecasting, demonstrating that AI no longer represents a niche capability or a distant future for finance.

However, this acceleration is only possible for those who have modernised their underlying EPM strategy and architecture. You cannot “prompt” your way out of a fragmented data architecture; the conversational AI we see today is effectively the “last mile” of a robust EPM strategy. For the 86% of leaders prioritising AI, the first step isn’t just a new interface – it’s ensuring their EPM platform provides the governed, unified data model that AI requires to be accurate. AI will not replace finance, and the human expert will always need to be in the loop. But it will absolutely replace the version of finance that prioritises data wrangling over strategic action. The tools are here. The benefits are measurable. The only question left is: is your organisation ready to move beyond traditional reporting and step into a future of insight-driven enablement – one where you don’t just report

Learn more at thehackettgroup.com

  • Artificial Intelligence in FinTech
  • Neobanking

Author

Swati Deshpande

Published

11 September 2026

Estimated Read time

5Mins

Swati Deshpande, Marketing Manager at URocked, on how digital payments bring clearer records, faster reconciliation and far less manual intervention across finance and payroll

Cash now accounts for less than 10% of payments in the UK and is expected to fall below 4% over time. As transactions move almost entirely through digital channels, the way money flows through businesses is becoming more structured, more visible and more demanding to manage.

In sectors like hospitality, which are already dealing with rising costs and tight margins, businesses continue to absorb pressure from business rates alongside the removal of pandemic-era support. As a result, this leaves very little room for inefficiencies in day-to-day operations, especially as they directly affect customer service and employee satisfaction.

Tipping, once informal and largely self-managed, now sits firmly inside those operations.

From direct exchange to recorded transaction

For years, tips were exchanged directly between customers and staff, most often in cash. They were immediate, visible and largely outside formal business systems.

That has changed as customers increasingly pay by card or mobile. Tips are now added to the bill and processed as part of the overall transaction. They pass through payment infrastructure, are captured in financial records and become part of the data businesses must manage.

The Employment (Allocation of Tips) Act has further increased employer responsibilities. From 1 October 2024, businesses have been required to pass on 100% of tips to staff and maintain clear records showing how those payments are allocated.

However, research into how businesses have responded to the Tipping Act shows that implementation remains uneven. One in four employers reports making no changes to how they handle tips since the legislation came into effect. A further 26% say they have struggled to understand how it should be applied in practice. There are also gaps in awareness – only 53% of employers know that all tips must be passed on to staff.

Digital transactions leave a clear audit trail, which makes inconsistencies more visible. With all payments now recorded, the informal approach that once relied on trust is harder to maintain when every transaction is logged. However, where processes are unclear or inconsistent, businesses struggle with compliance and admin overload.

The hidden workload behind micro-payments

The individual value of a tip may be small, but the number of transactions accumulates quite quickly. A busy venue can generate hundreds of tips in a single day. Multiply that by different locations, and that becomes thousands of individual payments every single month. Each of those payments must be separated from revenue, recorded and reconciled before distribution. Tips then need to be allocated across staff, often taking into account roles, hours worked or agreed distribution models.

For finance and HR teams, this creates a continuous stream of work that involves monitoring transactions, validating totals, managing allocation rules and ensuring that payments are made within the required timeframe. The process becomes even more demanding once it is scaled across a business. The more transactions there are, the greater the need for consistency and oversight, and this is where many organisations are still adjusting.

How employees experience the change

Tipping with cash used to create a direct link between the customer and the staff. Today, digital payments introduce a layer of processing between collection and distribution, essentially putting businesses in charge of the transaction. That change places greater importance on transparency. Employees need to understand how tips are calculated, when they will be paid and how allocations are determined.

The data suggests that experience is mixed. A quarter of hospitality staff say they have not noticed any change in how their employer handles tips since the law came into effect. A further 23% report receiving fewer tips. At the same time, 65% of staff rely on tips or service charges as part of their income. When processes are unclear, they influence earnings, confidence in the employer and overall job satisfaction. For businesses, if more time is spent on reconciliation and corrections, it effectively drives up operational costs in an already margin-sensitive sector.

While most respondents say the Tipping Law change has improved fairness for staff, gaps in understanding and inconsistent implementation remain widespread. Closing that gap now depends on clearer guidance, stronger transparency and processes that ensure tips are distributed accurately and consistently across the sector.

What tipping reveals about digital payments

Tipping highlights a broader pattern that applies across the service economy. As cash becomes less common, every payment becomes part of a formal payroll system, regardless of its size. Even the smallest transactions are now expected to meet the same standards as larger payments, which increases the level of operational processes required across the business.

High volumes of small payments need to be processed accurately without errors, and processes must be robust enough to meet compliance requirements. This brings different functions closer together. Payment handling, payroll and compliance are no longer separate concerns. Decisions in one area affect the others directly, particularly when employee income depends on how payments are managed.

While digital payments have made transactions faster and more convenient for customers, some still prefer tipping with cash. Mixing cash with digital payments creates an additional unnecessary friction, which slows reconciliation and increases the risk of errors. Without a consistent digital record, discrepancies are harder to spot, and manual cash handling adds another layer of risk, from simple mistakes through to loss or theft.

Moving away from cash removes much of that complexity. Digital payments bring clearer records, faster reconciliation and far less manual intervention across finance and payroll. With the right systems in place, payments, bookings and reporting flow together, cutting down admin and giving a much clearer view of how money moves through the business while making sure those who keep customers happy are rewarded fairly.

Learn more at urocked.com

  • Digital Payments
  • Neobanking

Author

Dan Brightmore

Published

10 September 2026

Estimated Read time

3Mins

The stablecoin infrastructure provider and the modern card issuing platform partner to build a new generation of payment card products

BVNK and Marqeta, Inc announced a partnership to deliver stablecoin-backed card capabilities to crypto-native and non-crypto companies. The integration will enable Marqeta’s customers to embed stablecoin capabilities into wallets, cards and everyday financial products. Together, the companies are unlocking stablecoin spendability to allow users to transact in digital dollars at millions of merchants globally with a standard payment card.

Marqeta, the modern card issuing platform provider, processed nearly $400 billion in annual payments volume during 2025, demonstrating the depth and scale of its offering. BVNK is the stablecoin payments infrastructure provider behind more than $39 billion in annualised payment volume, helping enterprises move digital dollars globally.

The partnership is noteworthy as it connects Marqeta with two existing parts of Mastercard’s network. Mastercard is one of Marqeta’s major network partners, while BVNK’s stablecoin infrastructure has been part of Mastercard since its acquisition of the business in August 2026. Over time, the growing collaboration will give Marqeta’s customers a path to additional Mastercard capabilities through the same integration, rather than a separate build.

Mastercard, Marqeta and BVNK are also all supporters of Open USD, a global standard for stablecoins that is collaborative, transparent and built to scale. By bringing together companies across the payments ecosystem around a common standard, Open USD will help create a shared foundation for stablecoin payments that works across networks, providers and use cases. Making it easier to adopt digital dollars and scale them across payment operations.

The partnership reflects growing demand for stablecoin wallets inside mainstream financial products. Earlier this year, BVNK research found that 77% of surveyed crypto holders would open a stablecoin wallet through their primary bank or FinTech app if one were available. The partnership gives Marqeta customers access to stablecoin infrastructure without having to build and operate it themselves. This can be even more powerful with attached card credentials that allow users to spend wherever Mastercard is accepted.

“Stablecoins are becoming a durable, complementary layer in global money movement, particularly where speed and cost matter most. The real question is how you incorporate them into the infrastructure people and businesses already trust. By collaborating with Mastercard and BVNK we’re enabling our customers to issue stablecoin-backed cards that work anywhere cards are accepted, without requiring merchants to change how they accept payments. This partnership further strengthens Marqeta’s leadership at the intersection of crypto and fiat payments, and our ability to deliver flexible solutions to both crypto-native and non-crypto companies.”

Anthony Peculic, Chief Strategy Officer, Marqeta

BVNK will provide the infrastructure for Marqeta’s customers to move and manage stablecoins alongside traditional fiat currencies through familiar financial products, while Marqeta will manage card issuance, acceptance and bank and network relationships. Marqeta selected BVNK’s regulated platform to accelerate delivery while maintaining the compliance and operational standards expected by enterprise customers.

“As more financial products become global by default, businesses need infrastructure that lets money move as quickly as information. Stablecoins are becoming part of the core payments infrastructure, and we are excited to help bring these capabilities to Marqeta’s customers. Stablecoins are another financial building block. Developers shouldn’t need deep blockchain expertise to use them any more than they understand card networks today. Our role is to make that infrastructure invisible, and doing that from inside Mastercard’s network, alongside a partner like Marqeta who’s been building on it for years, is exactly the kind of connection we exist to make.”

Chris Harmse, Co-Founder & Chief Business Officer, BVNK

The partnership is another sign that stablecoins are moving beyond crypto-native applications and into the infrastructure powering global financial services. As stablecoin networks mature, they are becoming another payments rail alongside cards and bank transfers. 

Marqeta and BVNK will speak about stablecoin-backed cards and how the partnership is bringing value to the ecosystem at Stablecon, the world’s leading stablecoin conference, in Washington DC.

About BVNK

BVNK powers the stablecoin-powered financial stack for enterprises. Build financial products, unlock new markets, and move money in seconds across 130+ countries. Trusted by industry leaders like Corpay, Worldpay, Deel and Flywire and processing billions annually.

About Marqeta, Inc

Marqeta makes it possible for companies to build and embed financial services into their branded experience—and unlock new ways to grow their business and delight users. The Marqeta platform puts businesses in control of building financial solutions, enabling them to turn real-time data into personalized, optimized solutions for everything from consumer loyalty to capital efficiency. With compliance and security built-in, Marqeta’s platform has been proven at scale, processing nearly $400 billion in annual payments volume in 2025. Marqeta is certified to operate in more than 40 countries worldwide and counting.

  • Blockchain & Crypto

Author

Dan Brightmore

Published

9 September 2026

Estimated Read time

2Mins

TerraPay, a global money movement company, and Alipay+, Ant International’s unified wallet gateway, today announced a strategic partnership to enable…

TerraPay, a global money movement company, and Alipay+, Ant International’s unified wallet gateway, today announced a strategic partnership to enable seamless cross-border QR payments for digital wallets, significantly enhancing global payments interoperability for users across Latin America, the Middle East and Africa.

In the initial phase, 15 of the digital wallets across Africa connected to Xend, TerraPay’s wallet interoperability network, will be able to pay at more than 150 million merchants across Alipay+’s global merchant ecosystem. The partnership also expands TerraPay’s cross-border payment capabilities from account-to-account to global in-store acceptance.

Pay Like a Local, anywhere in the World

Many continue to face friction when transacting across borders. While their digital wallet works seamlessly locally, when travelling, they often revert to cash, foreign exchange counters, and payment methods that feel unfamiliar and costly.

Through Xend, TerraPay’s wallet interoperability network, wallet partners across the world piloting with Africa, can enable their users to pay directly at Alipay+’s global merchant ecosystem. Wallet users can simply scan a QR code to pay, using the same wallet they already trust.

“The home wallet on your phone, that is from Kenya or Colombia or any country, should work the same way in Singapore or China or anywhere in the world, as easily as it does at home. That’s the promise of Xend. This partnership with Alipay+ is a major step toward making cross-border wallet payments as natural as paying locally.”

Ambar Sur, Founder and CEO, TerraPay

Supporting a growing mobile economy

As digital wallets become the preferred payment option, users increasingly expect their trusted financial interfaces to work seamlessly across borders, merchants, and payment ecosystems. Wallet providers have built powerful domestic ecosystems – loyal users, trusted rails, meaningful scale, yet cross-border utility remains limited.

Xend, TerraPay’s wallet interoperability network solves this by connecting to a global ecosystem, via Alipay+, through a single integration, enabling wallet providers to offer their customers something genuinely new: the ability to spend internationally, without switching apps or carrying cards. Alipay+ connects over 50 international payment partners to more than 150 million merchants across 220 destination markets, including through over 10 national payment systems. 

“By bringing TerraPay’s network of wallets to Alipay+, we’re helping more people and businesses connect across borders, creating new pathways for growth, and unlocking new opportunities. This reflects our joint commitment towards a more connected and inclusive global commerce ecosystem.”

Edward Yue, General Manager of Alipay+ Global Power Center, Ant International

Ant International is a leading global digital payment, digitisation and financial technology provider, offering a unified techfin platform supporting financial institutions and merchants of all sizes to achieve inclusive growth. It’s unified wallet gateway, Alipay+, provides cross-border payment and digital services that help connect global merchants to consumers. 

  • Digital Payments
  • Neobanking

Author

Mark Andreev

Published

8 September 2026

Estimated Read time

6Mins

Mark Andreev has over 20 years of fintech and operational leadership experience and now leads strategy at Exactly.com. He explores how PSD3 will reshape Open Banking and the wider payments landscape

Once a niche FinTech experiment, Open Banking (OB) is now embedded in the daily lives of more than 15 million people and businesses across the UK. It delivers faster, more personalised financial experiences and continues to show far lower fraud rates than the wider payments industry – 0.013% versus 0.045%

But beneath these low figures, fraud is quietly reinventing itself. One of the biggest threats facing the industry is Authorised Push Payment (APP) fraud, where victims are manipulated into transferring money themselves. And with AI-powered impersonation and social engineering attacks rising, the industry is entering a pivotal moment. A moment PSD3 and the upcoming Payment Services Regulation (PSR) aim to address by tightening liability, authentication and data sharing standards.

The threat landscape: Why APP Fraud is surging

In the modern FinTech era, consumers expect payments to be immediate and effortless, expectations that OB fulfils by design. However, the same frictionless pathways that empower users also create opportunities for manipulation. APP fraud isn’t rising by accident; it mirrors the very behaviours and payment patterns customers have come to embrace.

APP fraud is now the UK’s most common financial scam, costing an estimated £450.7 million in 2024, and it accounts for a striking 74% of fraud cases in OB. The drivers behind this surge are becoming increasingly clear. As security measures strengthen and unauthorised access becomes harder for criminals, their focus has shifted to the one area technology can’t fully protect: human behaviour.

The rise of AI-powered impersonation, deepfake voices and highly convincing phishing messages means fraudsters no longer need to break into accounts. They just need to persuade users to act.

AI now enables criminals to scale identity fraud and account takeover at scale, demonstrating how fraud is increasingly becoming industrialised. Deep Learning (DL) technology allows fraudsters to mimic legitimate behaviour, bypass traditional controls and manipulate victims far more effectively. This is fuelling the rise in APP‑style scams and identity‑driven attacks.

Fraudsters have also evolved and are now targeting higher‑value payments far more frequently. As OB is often leveraged for larger account‑to‑account transfers, the financial impact of successful fraud cases is far greater. Recent data shows the average OB fraud case now costs around £707 – almost three times the wider industry average of £259.

The combination of instant payments, sophisticated social engineering and higher transaction values has created a perfect storm. It is one that fraudsters are exploiting faster than traditional controls can keep pace.

The hidden safeguards PSD3 builds into every payment

As APP fraud rises and AI‑enabled deception becomes harder to spot, PSD3 and the Payment Services Regulation (PSR) mark the biggest tightening of Europe’s fraud‑prevention framework since PSD2. Together, they introduce behind‑the‑scenes reforms designed to close the gaps fraudsters frequently exploit.

PSD3 targets APP fraud head‑on by recognising that victims are deceived, not careless. PSPs will be required to educate customers on emerging scams, but the regulation also accepts that awareness alone isn’t enough. This paves the way for more automated safeguards that work quietly in the background, reducing reliance on users to spot the red flags themselves.

A key part of that protection is the expansion of Verification of Payee (VoP). Now mandatory for all credit transfers, VoP checks whether the payee’s name and International Bank Account Number (IBAN) match, helping prevent impersonation scams, invoice‑redirection attacks and payments to mule accounts. When a mismatch is flagged, the customer receives an instant warning. And if they’re being pressured to ignore it, PSD3 introduces a cooling‑off period for raising spending limits, giving users crucial time to rethink.

PSD3 also mandates a major upgrade in how PSPs monitor transactions. Instead of fixed checks, providers must use richer, real‑time signals to spot fraud before money moves. This includes device intelligence (detecting malware, remote‑access tools or unusual device changes), behavioural analytics (typing rhythm, touch patterns, interaction speed) and environmental cues such as whether a customer is on a call during a suspicious transaction, an increasingly common sign of coercion. If monitoring systems flag a high‑risk transfer, PSPs must block it unless they can verify it as genuine.

Clearer liability rules reinforce these expectations. PSPs can now be held responsible if they fail to use VoP properly, neglect monitoring obligations or allow suspicious payments through. This shift pushes banks and payment firms to invest in stronger, earlier and more accurate fraud controls.

Together, these changes mean that under PSD3, much of Europe’s fraud defence will happen quietly and automatically in real time, mostly unseen, and long before customers realise something might be wrong.

How businesses must future-proof payment methods

While PSD3 introduces essential safeguards, it won’t stop APP fraud on its own. To stay ahead in an Open Banking environment, businesses need to build on these foundations with a more connected, intelligence‑led approach to detecting and preventing fraud.

As payment journeys now span web, mobile, call centres and telecom channels, organisations need a joined‑up view of how fraud actually unfolds. Single‑channel tools only ever see isolated events, whereas cross‑channel visibility links signals – device changes, login behaviour, call‑centre interactions, so suspicious patterns surface earlier.

With Open Banking accelerating real‑time account‑to‑account payments, these channels are becoming even more interconnected. And because many scams now begin outside the banking ecosystem – through fake text messages (smishing), SIM-swap attacks hijacking phone numbers or fraudsters using spoofed numbers to impersonate a bank – banks need the same level of insight that telecom networks use to spot suspicious activity.

Revolut’s most recent Financial Crime and Consumer Security report found that around 75% of authorised fraud now originates on social platforms such as Facebook, Instagram, WhatsApp and Telegram, highlighting just how far beyond traditional payment journeys these risks now sit.

But visibility is only the starting point. Once businesses can see risk clearly, they need controls that adapt in real time. This is where smarter friction comes in – security that steps in only when something genuinely looks unusual based on contextual risk scoring.

Rather than applying the same authentication to every transaction, machine‑learning models analyse behavioural signals, device activity and network patterns in the moment, quietly approving low‑risk payments while escalating only those that appear suspicious. Visa’s approach highlights the impact: issuers using its risk‑based authentication saw 48% fewer challenges alongside reductions in fraud and abandonment.

Together, cross‑channel visibility, telecom‑bank collaboration and adaptive, context‑driven controls give businesses the best chance of staying ahead of APP fraud and meeting PSD3’s higher bar for protection while keeping payments fast, seamless and trusted in the age of Open Banking.

The future of payments is smarter and more secure

APP fraud is reshaping the risks behind real‑time payments and changing what ‘secure’ looks like in the age of Open Banking.

The businesses that thrive under PSD3 will be those that recognise fraud has become multi‑channel, faster and increasingly AI‑driven – and adapt their controls just as quickly. Those who don’t risk being outpaced by more agile, intelligence‑led competitors.

To stay resilient, payment providers must unify their signals, embrace adaptive controls and build security designed for how fraud actually works today.

Learn more at exactly.com

  • Digital Payments
  • Neobanking

Author

Aaron Holmes

Published

7 September 2026

Estimated Read time

5Mins

Aaron Holmes, CEO at Kani Payments, on the need for regulatory readiness

For years, Fintechs have approached regulation as a compliance challenge.

When a new rule arrives, firms typically turn to compliance teams, legal advisors and consultants to understand what has changed and what needs to be done. The assumption is that once the requirements are understood, the hard part is largely over. Increasingly, that assumption no longer holds true.

The FCA’s updated safeguarding regime, introduced under PS25/12, highlights a much broader shift taking place across financial services. Regulation is no longer simply testing whether firms understand the rules. It is testing whether their operating models can support them.That distinction matters because understanding a regulatory requirement and operationalising it are two very different things.

Recent research into safeguarding readiness across the UK payments sector illustrates the challenge clearly. While 32% of payments firms believe they are already compliant with the FCA’s updated requirements, only 13% are currently performing the daily reconciliations the new regime expects. At the same time, 84% say they could explain their safeguarding calculations to an auditor if required.

Taken together, the findings point to a widening gap between understanding the requirements and operationalising them. The industry understands where it needs to get to. The question is whether its infrastructure is capable of taking it there.

When compliance becomes an infrastructure problem

Much of the conversation around safeguarding has focused on reporting obligations, governance requirements and regulatory expectations. But safeguarding is increasingly becoming an operational challenge.

The updated framework requires firms to move from periodic compliance activities to continuous operational control. Daily reconciliations, enhanced record-keeping and evidence readiness are not simply more frequent versions of existing processes. They require fundamentally different ways of working.

For many organisations, this means rethinking how data flows through the business, how reconciliations are performed, how exceptions are managed and how evidence is stored and retrieved. In other words, the challenge is infrastructure.

This is why many firms find themselves in a difficult position. They understand exactly what regulators expect but are working with processes originally designed for weekly or monthly cycles. A weekly reconciliation process cannot simply be accelerated and expected to deliver daily control. The underlying systems, workflows and governance structures need to evolve alongside the regulation itself. The safeguarding reforms are making that reality impossible to ignore.

The limits of legacy operating models

One of the most telling findings from the research is the industry’s continued reliance on spreadsheets. Nearly two-thirds of firms still use spreadsheets in some form to support safeguarding returns. While spreadsheets are not inherently problematic, they were never designed to provide the level of control, auditability and evidential readiness regulators increasingly expect.

As compliance requirements become more demanding, manual processes become increasingly difficult to scale and evidence. Data must be extracted from multiple systems. Calculations require manual intervention. Audit trails become fragmented. Key knowledge often sits with a small number of individuals who understand how various reports and reconciliations fit together.

None of these challenges are unique to safeguarding. They are symptoms of a wider issue affecting many areas of financial services. As firms grow, operational complexity increases. Processes that once worked perfectly well begin to strain under the weight of regulatory scrutiny, reporting obligations and customer expectations.

The result is that compliance teams increasingly find themselves trying to solve problems that are, at their core, technology and infrastructure challenges.

A trend extending far beyond safeguarding

What makes safeguarding particularly interesting is that it reflects a broader regulatory direction of travel. Across financial services, regulators are placing greater emphasis on demonstrable outcomes rather than documented intent.

Whether the topic is operational resilience, Consumer Duty, financial crime controls or safeguarding, firms are being asked to prove that controls work consistently in practice, not simply that policies exist on paper. That requires a different level of operational maturity.

Regulators increasingly want evidence that can be produced quickly, reconciliations that happen consistently and controls that are embedded into day-to-day operations. The expectation is not that firms can assemble evidence when requested. It is that evidence already exists and can be retrieved immediately.

Historically, many compliance processes have been designed around reporting deadlines and audit events. Increasingly, regulators are expecting firms to operate in a constant state of readiness. That changes the role of technology from a supporting function to a critical component of regulatory compliance.

Building for the next generation of regulation

The payments industry has always been highly effective at adapting to change. The challenge now is recognising that regulation is increasingly testing operational capability as much as compliance knowledge.

The future regulatory battleground will centre on operational capability rather than awareness of the rules. Most firms understand what regulators are asking of them.

Can firms reconcile data quickly and accurately? Can they evidence decisions and controls without extensive manual effort? Can they demonstrate consistency across processes, teams and systems? Can they respond to regulatory scrutiny without relying on institutional knowledge or spreadsheet-based workarounds? These are infrastructure questions as much as compliance questions.

The organisations best positioned for the future will be those that recognise this early. Rather than treating regulation as a series of individual projects, they will build operational foundations capable of supporting continuous compliance across multiple regulatory frameworks. In that environment, regulatory readiness becomes less about reacting to change and more about being flexible enough to adapt from the outset.

Learn more at kanipayments.com

  • Digital Payments
  • Neobanking

Author

Mike Siemasz

Published

4 September 2026

Estimated Read time

6Mins

Mike Siemasz, Director of Product Marketing at Rocket Software on viewing cyber modernisation as a continuous process aligned to the needs of the organisation

Mainframe systems remain central to the function of many of the financial world’s mission-critical systems. Each day, mainframes power 90 percent of all credit card transactions across the globe. These systems, some decades old, continue to function as pillars of the financial services industry’s most critical systems.

As guardians of sensitive information, financial institutions are prime targets for hackers. They are subject to many global and regional regulations, all the while building on systems put in place decades ago. As global regulations and new technologies rapidly evolve, the financial services sector is being increasingly pushed to consider its IT modernisation strategies. In fact, research reveals that modernisation has moved to the top of the C-suite agenda. Planned investment is projected to reach 25-30 percent of IT budgets over the next two years. 

A well-crafted IT modernisation strategy must balance security, compliance, innovation and legacy system realities. Failing to get this balance right can lead to crippling fines for non-compliance with regional regulations like DORA and NIS2, weakened cybersecurity resilience, and lasting reputational damage. 

The core of financial transactions: the mainframe 

Mainframes store a wealth of valuable data while setting the benchmark for uptime in high-stakes environments. They are a popular choice for financial institutions because they can handle transaction-heavy workloads at scale with precision and reliability. The data they store can also be a valuable resource for business intelligence and AI initiatives. By continuing to invest in mainframe technology, these organisations are therefore optimising their operational resilience and competitive decision-making processes. 

As the topic of IT infrastructure modernisation increasingly dominates boardroom conversations, assessing the role of the mainframe within broader infrastructure strategies has become unavoidable. For example, despite AI readiness being a top priority for organisations, only 25 percent of IT leaders currently feel confident that their infrastructure can support AI workloads. Businesses face key decisions regarding their IT modernisation strategies. These include choosing between modernising off the mainframe, modernising in place, or adopting a hybrid cloud model. 

Moving off the mainframe

Some organisations have chosen to move away from the mainframe entirely, opting for a full-scale re-platform. While this can be a reasonable choice for a small percentage of cases, it is considered the riskiest and most expensive way to modernise. This is because of the significant disruptions to daily operations. Institutions that move away from the mainframe without a sound strategy raise the risk levels of the modernisation process. This can be catastrophic in the financial services sector. 

The costs of misconfiguration in complex rewrite projects can be more than just directly financial. They also risk data leaks, loss of business due to temporary outages, and even regulatory fines if compliance is compromised. In fact, according to Forrester, rewrite projects can take up to six attempts before achieving results, with 90 percent failing the first time. These difficulties can stem from a lack of talent or skills, complex technology environments, and heightened security concerns.

Modernising in place for resilience

Discarding the mainframe entirely also overlooks its intrinsic value: decades of embedded business logic, compliance, resilience, and performance honed over time. Rather than eliminate this data, the more sustainable course is to evolve it – making it observable, testable, and adaptable. The goal is to retain what works and modernise what holds progress back.

Due to the sheer scale of the existing IT infrastructure and the associated risk factors of a re-platform, many financial organisations choose to modernise in place. This is an especially popular choice for institutions whose core processes are embedded in mainframe systems. By choosing this approach, they have a foundation in place whereby they can smoothly adopt next-generation technologies. 

This evolutionary approach allows organisations to combine the stability of the mainframe with modern innovation, while progressing at their own pace. In an industry that is constantly developing, mainframes hold and protect complex transactional rules and handle high-volume inputs and outputs. This kind of steady reliability is key for financial institutions dealing with massive volumes of sensitive information. And their customers who rely on continuous access to their assets. Institutions can therefore utilise this approach to respond to changing regulatory and customer demands. And without compromising the stability and integrity of the systems that enable those daily core transactions.

The hybrid cloud approach 

As financial institutions navigate the complexities of modernisation, cloud platforms present an appealing solution. This is due to the cloud’s ability to dynamically scale resources to meet fluctuating demand and effectively avoid the costs associated with maintaining peak capacity year-round. The size of the global market for cloud migration services is currently valued at $11.84 billion. It is expected to reach $42.92 in 2033, demonstrating strong market demand. 

The hybrid cloud can be particularly suitable for institutions that are choosing to keep their mainframe systems. And those also looking to innovate beyond the required levels prescribed by regulatory compliance standards. Moving to the hybrid cloud enables them to take advantage of advanced analytics and AI, while still benefiting from the security of the mainframe. For many institutions, the historical data and easily securable environment the mainframe provides are far too important to completely dispose of, while the cloud accelerates data processing considerably. Faster data processing means workflows can be optimised across the whole organisation. This enables institutions to manage market volatility with greater agility. 

However, a challenge that emerges when migrating processes to the cloud is the management of data across the different environments. Institutions should not underestimate the importance of data discovery as a means to understand the environment, manage risks proactively, improve compliance and enhance data security. 

Security and compliance

Regardless of the approach, modernisation is not without its challenges. Security and compliance remain top priorities, particularly when it comes to protecting sensitive financial data and personal information. With just 24 percent of IT leaders feeling extremely confident in their organisations’ ability to address security vulnerabilities over the next year, it comes as no surprise that this ranks as the biggest concern moving forward. For the financial services sector, however, compliance and security are non-negotiable. A systems breach can rapidly downgrade a financial institution’s reputation, cause long-term harm to customers and lead to crippling fines.

It therefore makes sense that the financial services sector is reluctant to part ways with mainframes which are widely recognised as the gold standard for highly securable environments, thanks to their centralised processing and storage architecture. This centralisation minimises attack surfaces, incorporates built-in encryption, and features granular access controls which aids organisations in boosting their cyber resilience and meet the requirements prescribed in industry regulations including NIS2 and the EU’s DORA act.

Ultimately, financial institutions find themselves at a critical crossroads. Mainframe modernisation isn’t merely a technical update; it represents a crucial balancing act of optimising what’s working and determining where to evolve in other directions, such as the cloud. The future lies in adopting a strategic and measured approach that incorporates various modernisation methods over time. Viewing modernisation as a continuous process aligned to the needs of the organisation empowers institutions to achieve greater efficiency and speed, without compromising the stability that has long been their hallmark.

Learn more at rocketsoftware.com

  • Cybersecurity in FinTech
  • Digital Payments

Author

Serge Bejjani

Published

Estimated Read time

3Mins

Serge Bejjani, Co-Founder & CEO of Shootday, on the importance for FinTechs of treating brand indentity as intellectual property

It’s a pervasive idea that reproducing the visual language of credible, established institutions lets new FinTech entrants borrow trust by association. It’s also wrong, and the consequences are real.

Familiarity isn’t reassuring anyone

FinTech customers have, over the last decade, run into all manner of low-trust players dressed in the same polished aesthetic. The reassuring visual cues that once signalled FinTech’s credibility have been hijacked by unscrupulous outfits as a cheap disguise.

Where generic branding might once have read as safely conventional, it now reads as deliberately evasive. Sameness has become the hallmark of a company with nothing much to say for itself, a shrug that leaves the customer with nothing to go on when deciding whether it’s worthy of their trust.

Trust in financial services isn’t built through aesthetic conformity but through demonstrable reliability and a coherent identity. That takes time, and for a weak FinTech, time only increases the odds that its shortcomings get exposed.

At a moment when customers have every reason to approach fintech with caution, messaging that whispers “this could be any FinTech” is a red flag. Customers who can’t tell one FinTech from another aren’t reassured by the homogeneity, it just strips them of any basis to form an opinion, good or bad, which is a poor foundation for a relationship built on money.

Similar by accident

No firm decides, one day, to become generic as a strategy. Product, growth and marketing teams independently optimised toward frictionless onboarding, familiar messaging and low-risk visuals. Because those choices tested well, cleared compliance faster and reassured investors used to recognisable patterns. Individuality got lost across a decade of small, rational decisions. What comes next will happen a great deal faster.

Copy and paste

Generative tools now produce marketing copy and design at a pace no internal FinTech team can match, and they’re doing it by training on a body of content that’s already remarkably homogenous.

Ask any AI model to design a “trustworthy landing page” for the sector and, in an afternoon, it will hand back the same blues, the same reassuring sans-serif type and the same promises of ease and control that already define the sector’s digital presence, because that’s what the training data mostly contains.

Every firm using these tools without creative oversight is baking the same clichés into its marketing at scale. The firms moving fastest to fold AI into their marketing stack may, in practice, be moving fastest toward irrelevance. In 18 months, those who let AI construct their identity may wake up to find they don’t really have one.

Trust your people

This isn’t a problem a better font or a wider colour palette will fix. As AI increasingly shapes what FinTech content looks like, the advantage shifts to firms with a genuinely distinctive identity, one AI can’t replicate.

Executive headshots and stock imagery still have their place. They fill a LinkedIn profile or an investor deck. But a templated one, the same backdrop and the same pose every other firm is using, does nothing to separate one FinTech from the next, and an AI-generated stand-in does even less. What actually differentiates is real footage from real moments: a founder in an actual client meeting, a team at an actual product launch, a conference stand that looks like the people running it rather than a template.

That means treating brand identity as intellectual property worth protecting, and giving marketing and product teams room to choose to look different, rather than defaulting to the safest option every time.

Serge Bejjani is co-founder and CEO of Shootday, a global photo and video production partner providing corporate event photography, event videography, and headshot services for businesses in 150+ cities worldwide.

  • Artificial Intelligence in FinTech
  • Embedded Finance
  • Fintech & Insurtech

Author

Wayne Scott

Published

2 September 2026

Estimated Read time

7Mins

Wayne Scott, Governance, Risk & Compliance Solutions Lead, Escode on meeting the challenge now regulation has pushed resilience up the agenda

When it comes to resilience, many firms are still making the same mistake: focusing heavily on cyber risk while overlooking supplier, service and concentration risks that are just as likely to disrupt critical services. At the same time, regulatory pressure has increased significantly.

Frameworks such as DORA and the UK’s operational resilience regime have pushed firms to think more seriously about their dependencies, their critical services and their ability to withstand disruption. The risks are not limited to cyber events. Supplier failure, service deterioration and concentration risk all have the potential to disrupt critical services. This applies to both FinTech providers and the financial institutions that rely on them.

That’s all positive, and most firms have adapted well. However, a more subtle misconception is emerging. Being cyber secure is often taken as a sign that an organisation is resilient. In practice, it rarely works like that.

Organisations everywhere have been required to document their processes by mapping important business services, identifying suppliers and putting policies in place. On paper, it often looks robust – but when you start to delve into the detail and test what happens if a key supplier fails, things can look very different.

That gap between what’s written down and what actually works is where the real risk sits.

The problem with ‘on paper’ resilience

Most resilience frameworks rely heavily on documentation and firms are rightly asked to demonstrate that they understand their dependencies. Their contingency plans are checked – as are their abilities to exit from critical suppliers if needed. The issue is that much of this is built on assumption, not evidence.

Supplier contracts often include continuity clauses. Due diligence processes gather assurances from vendors about how resilient they are. Internal teams record that an exit is ‘possible’. Possible it may be, but very few organisations actually test whether those things hold up under pressure. There is a significant difference between an exit being theoretically possible and a stressed exit that has been tested and proven to work under disruption.

If a supplier fails, it’s not enough to just have a clause sitting in a contract. You need to know whether you can access the underlying software, rebuild it, move it, replace it – and how long that will take. That’s a very different question. Regulated entities now need to focus on whether their plans actually work.

The hidden risk in third- and fourth-party dependencies

One of the biggest blind spots in FinTech is the dependency chain. Most firms have a reasonable or good understanding of their direct suppliers, but what’s much less visible are the suppliers behind those suppliers – platforms, libraries, cloud services and infrastructure that everything ultimately sits on. That’s where concentration risk starts to build.

Too many FinTech platforms rely on the same hyperscale cloud providers. Many also depend on a relatively small number of specialist software vendors. When everything works, that concentration drives up efficiency and drives down cost. But when something goes wrong, it creates a shared point of failure.

You only really discover that exposure when something goes wrong. At that point, it’s too late to map the dependencies or negotiate alternative arrangements. You’re dealing with the consequences of decisions that were made months or years earlier, and it’s those decisions that can start as operational contagion, but rapidly move to financial contagion.

That’s why regulators are increasingly focused on sub-outsourcing and fourth-party risk. It’s also why firms need to move beyond a surface-level view of their supply chain.

Why supplier failure is not a theoretical risk

Supplier failure is often treated as an edge case, but in practice it’s far more common than many organisations assume. Most organisations have already had to deal with a supplier failing at some point. Across both fintechs and established providers, disruption and service deterioration are regular features of the market, and as the number of software providers grows – particularly with the rise of AI-driven services – that risk only increases.

Supplier insolvency, service deterioration and withdrawal of support are all real scenarios that firms are dealing with today. When they happen, the impact is immediate. In many cases, there is little time to react once a failure occurs. Systems stop working as expected, updates aren’t delivered, and the organisation is left trying to work out how to maintain continuity.

The challenge is that many of the controls needed to respond to those situations have to be put in place in advance. You can’t build a stressed exit strategy in the middle of a failure. Just like you can’t negotiate access to critical software once the supplier has disappeared. And you can’t quickly untangle complex dependencies when everything is already under pressure.

Moving from assumption to evidence

Currently, what we’re seeing in the sector is a shift towards evidence. Historically, firms have relied on supplier statements, certifications and contractual commitments. But that’s no longer enough. Regulators are now starting to test whether services can actually be maintained and whether exits can be executed in practice. They’re also looking at whether contingency plans have been thought through in detail. For FinTechs and the financial institutions that rely on them, that changes the conversation quite quickly.

It’s no longer sufficient to say ‘we have a plan’. The question becomes: can you demonstrate that your most critical services will continue to operate if a key supplier fails?

That involves testing stressed exit scenarios, validating that software can be rebuilt, and ensuring that there are clear, enforceable rights over the assets needed to maintain a service. These are practical steps that determine whether a business can continue to function under stress.

The role of leadership in resilience

One of the more interesting shifts is where these conversations are happening. Resilience has traditionally sat with IT or risk teams, but regulatory expectations have now pushed accountability firmly into the boardroom. CFOs are becoming more aware of the financial impact of downtime and supplier failure, and CIOs are balancing the need for agility with the risk of long-term lock-in. But there is still a gap between where decisions are made and where accountability sits. In practice, many of those decisions are being made across IT, procurement and legal teams, often without clear oversight at board level. That creates a clear challenge for leadership: decisions on risk are being made across the organisation, but accountability still sits at the top.

Much of the focus remains on cyber risk, which is understandable. What’s often less clearly owned are the non-cyber risks, such as supplier insolvency, service degradation, concentration risk and the practical ability to exit or replace a vendor.

Delegating responsibility for these risks is tricky, as they don’t sit neatly in one function. They cut across technology, procurement, legal, finance and operations. They also sit within vendor management, business continuity and disaster recovery functions, with different teams making decisions on risk that ultimately sits with senior leadership. That makes them harder to manage, but also harder to ignore.

The organisations that are getting ahead of this are the ones treating resilience as a shared responsibility, rather than something that sits in a single team. They are also recognising escrow as a key control and embedding it into their control frameworks as a key control.

What FinTech leaders should be doing now

None of this means tearing up existing strategies or abandoning the cloud. It starts with understanding where key risks sit, including supplier failure, service deterioration and concentration risk.

That means mapping where critical services actually sit, including the layers beneath direct suppliers. It also means identifying where concentration risk exists and where no credible, tested exit is in place.

From there, it’s about putting in place the controls that allow you to respond if something goes wrong. That includes ensuring access to the underlying source code that runs critical services and validating that the underlying source code and supporting components can be rebuilt into a working system.

One way organisations are addressing this is by introducing independent controls such as escrow. This ensures that source code, dependencies and supporting materials are securely held, verified and accessible, allowing systems to be rebuilt and operated if a supplier can no longer support a service.

Closing the gap

Regulation has pushed resilience up the agenda, which is a good thing. But compliance is only part of the picture. The real test is what happens when something actually fails.

Suppliers that focus solely on meeting regulatory requirements risk missing that point. Those that examine whether their systems, suppliers and services can actually withstand disruption will be in a much stronger position, because when a critical supplier fails, the difference between compliance and resilience becomes very clear, very quickly.

Learn more at escode.com

  • Cybersecurity
  • Digital Payments

Author

Nick Heather

Published

1 September 2026

Estimated Read time

5Mins

Nick Heather, Head of Trading at ONE.io Why Stablecoins are the quiet infrastructure behind modern finance 

Stablecoins aren’t having a breakthrough moment so much as a practical one. After years of being tied to retail speculation and crypto market noise, they’re now showing up in places where they make day‑to‑day operations easier. Such as cross‑border payouts, supplier payments, and treasury transfers. Where traditional rails can be slow and sometimes unreliable. The shift is coming from businesses that need fast, cheap, always‑on settlement and struggle to get it from traditional rails.

What’s emerging is a more grounded phase of adoption. High‑velocity sectors – such as igaming and gambling sectors and digital exchanges and trading platforms – are using stablecoins. Why? Because they can solve real problems, and institutions are starting to pay attention for the same reason. Last November, US Treasury Secretary Scott Bessent said the stablecoin supply could reach $3 trillion by 2030.

As the infrastructure matures, with faster settlement, unified fiat‑to‑digital workflows, and clearer regulatory frameworks, stablecoins are shifting. They are moving from niche experiment to arguably a functional building block in modern financial operations. 

So, what are its detractors missing?

Speculation to real-world utility 

What detractors of stablecoins and other digital assets overlook is that their primary use case has already shifted from trading to real-world settlement. Including, tokenised assets and other blockchain‑based settlement instruments designed for institutional workflows. And that use case is growing exponentially. Stablecoins reportedly having an annual transaction volume of up to $35 trillion. Research from McKinsey shows a growing share of this activity reflects real payments. These include vendor payments, payroll, remittances and capital markets settlement, now reaching approximately $390 billion annually.

Adoption is being driven by businesses addressing the limitations of existing financial infrastructure, particularly in cross-border and time-sensitive environments. This is most evident in transaction-intensive sectors such as global e-commerce and remittances. Here, delays in settlement translate directly into potential operational friction and lost revenue.

While critics focus on volatility in the broader digital asset market, operators are prioritising stability, speed, and control in settlement. Stablecoins, by design, support this need, while other digital assets can enable more transparent and programmable financial workflows. The advantages are clear: near-instant settlement, reduced counterparty risk, and greater control over liquidity. By contrast, correspondent banking remains constrained by ‘business hour’ cut-off times and multi-day clearing cycles.

As a result, transaction-intensive sectors are leading this shift. They are using stablecoins to move capital efficiently, manage liquidity, and reduce reliance on intermediary banking layers.

Building institutional-grade infrastructure

What is also often missing in this debate is how quickly the infrastructure around stablecoins and other digital assets is maturing to meet institutional expectations. The market is moving towards a more unified financial architecture. One where fiat currencies and digital assets can coexist within the same operational environment. This makes it easier to move between them without the fragmentation that has historically slowed adoption.

At the same time, compliance and risk frameworks are becoming more robust. As usage grows, the supporting infrastructure is becoming more aligned with regulatory expectations. It is developing stronger controls, greater transparency, and clearer supervision. That matters because mainstream adoption will not be driven by speed alone, but by whether institutions can use these rails within credible governance and risk parameters. And we are already seeing a huge appetite with large traditional institutions, such as J.P. Morgan, Citigroup and Mastercard, suggesting the industry is addressing these issues wholesale. 

The emergence of ‘always-on’ payment rails reinforces that shift. Instant USD settlement and other blockchain-based payment models are showing that financial operations no longer need to be constrained by banking hours, cut-off times, or multi-day clearing cycles. For businesses operating across borders and time zones, this has clear operational value.

This is becoming especially relevant in sectors and markets where traditional banking access has become more limited. As some banks continue to de-risk more complex client segments and corridors, regulated digital-asset platforms are increasingly providing continuity, stability, and more flexible access to settlement infrastructure for businesses that have historically been underserved.

The next phase of adoption

The next phase of stablecoin and digital asset adoption is likely to be defined by integration rather than experimentation, as institutions begin to incorporate these instruments into treasury and payment workflows where they offer clear operational advantages.

As this adoption deepens, demand is moving towards infrastructure that can support higher-value, institutional-grade transactions, with the reliability, governance, and liquidity depth required for large-scale financial operations.

At the same time, the challenge is evolving from proving utility to enabling scale. Interoperability remains a key constraint, as fragmented ecosystems, disconnected liquidity pools, and inconsistent standards continue to limit seamless movement across networks. Addressing this will be critical to ensuring that the infrastructure can support growing transaction volumes without introducing new forms of friction.

Alongside this, the role of platforms is also becoming more defined, with institutions increasingly seeking partners that can support implementation, navigate compliance requirements, and provide operational expertise in complex or high-growth environments. This is particularly relevant where businesses require both access to digital asset infrastructure and the assurance that it can be deployed within appropriate risk and regulatory frameworks.

As a result, expectations of the market are becoming more exacting. With access alone no longer sufficient, and greater emphasis being placed on platforms that can combine infrastructure, compliance, and execution into a cohesive, institution-ready offering.

Gathering momentum

What this ultimately points to is a shift in how financial infrastructure is being defined.

Stablecoins and other digital assets are not emerging as a parallel system to traditional finance, but as a complementary layer that addresses long-standing inefficiencies in how capital moves. The question is no longer whether they have a role to play, but how quickly existing systems and institutions adapt to their presence.

For businesses operating in time-sensitive, cross-border, and increasingly complex environments, the advantages are already tangible. Faster settlement, greater liquidity control, and more flexible access to financial rails are no longer theoretical benefits, but operational requirements.

As the infrastructure continues to mature and institutional adoption deepens, stablecoins are likely to become less visible as a distinct innovation and more embedded as part of the underlying fabric of financial operations. In that sense, their role is not to disrupt finance, but to quietly help modernise it.

And it is precisely this shift, from visibility to utility, that many detractors continue to underestimate. Stablecoins become infrastructure when they stop being noticed, like cloud computing or payment processors.

  • Blockchain & Crypto
  • Neobanking

Author

James Lawrence & Paul Bermingham

Published

28 August 2026

Estimated Read time

6Mins

James Lawrence, Insurance Specialist at Netcall and Paul Bermingham, CEO at Ecliptic, on why in today’s market, the holy trinity of service, efficiency and compliance isn’t a luxury. It’s a competitive advantage

For years, the insurance industry has operated under a persistent myth: that you can deliver excellent customer service, achieve operational efficiency, or maintain rock-solid compliance – but not all three at once. This idea of an inevitable trade-off between competing priorities has shaped countless transformation strategies, often limiting progress and frustrating innovation.

It’s a myth rooted in the industry’s history. Insurance has long been a world of complexity – fragmented systems, legacy platforms, and regulatory demands that make even minor changes feel high-risk. As a result, when businesses talk about improving the customer experience, it often comes at the cost of back-office control. When they talk about driving efficiency, compliance is treated as a barrier. And when compliance leads the agenda, service and speed are typically sacrificed.

But that mindset no longer holds. Technology has evolved. The tools now exist not just to manage this tension, but to eliminate it. And for insurers willing to rethink how they approach transformation, the so-called “holy trinity” of service, efficiency, and governance is no longer out of reach – it’s entirely achievable.

The low-code shift

What’s changed is the rise of low-code platforms. These technologies allow insurers to build and evolve business-critical applications using visual development tools rather than traditional coding. Crucially, low-code doesn’t require ripping out existing systems. Instead, it enables insurers to layer new capabilities on top of their core infrastructure – adding intelligence, automation, and user-friendly interfaces without destabilising the foundations.

In practice, this means change can happen faster, at lower cost, and with less risk. Processes like first notification of loss (FNOL), for example, can be rebuilt around modern expectations: triaged instantly, validated in real time, and – for low-value, low-risk claims – automated to settlement. At the same time, audit trails are maintained, compliance rules are enforced by design, and customers are kept informed with timely, personalised updates. Service, efficiency, and governance – working together, not competing for attention.

Automation and AI: Turning governance into a competitive edge

The evolution of intelligent automation and agentic AI has opened up new possibilities for insurers – not just in streamlining operations, but in embedding trust and control into every digital decision. These systems are no longer limited to simple rule-based tasks. They can interpret data, make context-aware decisions, learn from interactions, and adapt over time. In complex environments like claims processing, delegated authority, and regulatory reporting, this level of intelligence has real operational value.

But the success of automation doesn’t hinge on speed alone. It depends on trust. In regulated sectors like insurance, automation must be auditable, transparent, and capable of upholding internal policies and external obligations. This is where low-code plays a crucial role. Rather than retrofitting governance onto a system after it’s built, these tools allow insurers to embed governance by design – integrating rules, audit trails, escalation logic, and data safeguards directly into the workflow.

This approach changes the dynamic. Governance is no longer a limiting factor or a compliance hurdle. It becomes a source of confidence. Teams know that AI-driven decisions are accountable. Regulators can trace every step. And customers receive outcomes that are fast, fair, and well-documented.

Low-code also makes it easier to align AI with real business needs. Instead of chasing innovation for its own sake, insurers can focus on solving specific challenges – like improving FNOL response times or reducing the risk of customer complaints – and use automation to enhance outcomes without compromising oversight. Because platforms are configurable, not hard-coded, insurers maintain flexibility as policies, risks, and regulatory expectations evolve.

In this context, governance isn’t the price of innovation – it’s the foundation. It ensures that transformation is not only fast and scalable, but sustainable and defensible. The result is a smarter, safer path forward – one where automation improves service, boosts efficiency, and strengthens compliance in equal measure.

Meeting customers where they are

That experience is more important than ever. Today’s policyholders aren’t comparing insurers only to each other – they’re comparing them to tech giants like Amazon, which set new standards for simplicity, speed and personalisation. Insurance doesn’t get a pass. Yet too many customers still face long response times, unclear communication channels and paper-heavy processes that feel stuck in another decade.

The right approach changes that. European insurance company, Baloise, for example, used a low-code platform to quadruple straight-through processing (STP) from 15% to 65%. This meant faster responses, reduced error rates and a better overall experience for both customers and teams. By processing over 11,000 documents a day with greater accuracy and speed, Baloise could resolve enquiries and claims faster, without adding operational burden.

The impact went beyond efficiency. Customers benefited from a smoother, more consistent service that felt faster and more seamless at every touchpoint. Internally, employees were freed from repetitive, manual tasks and empowered to develop broader skill sets and handle more diverse work. That flexibility made it easier to respond to demand and reduced reliance on siloed roles.

These kinds of results don’t come from massive system overhauls. They come from smart, focused improvements – starting with the moments that matter most to customers. Low-code allows insurers to build around those touchpoints, while keeping core systems intact and compliance fully in check.

From compromise to convergence

The key is integration – not just of systems, but of skills. Transformation efforts succeed when business leaders, consultants, and technology teams work together from the outset. Today’s automated process mapping tools allow organisations to automatically capture, visualise, and analyse real-time workflows – highlighting friction points, inefficiencies, and opportunities for simplification before taking action. This upfront clarity ensures insurers aren’t simply digitising legacy inefficiencies but reimagining how work gets done.

It’s this combination of smart technology and domain expertise that moves the needle from compromise into convergence. When transformation is designed with strategy, service, and compliance in mind – from day one – insurers can build experiences that work for everyone: customers who want speed, regulators who want rigour, and teams who want tools that actually help them do their jobs.

The truth is, the trade-off is a choice – and it’s no longer a necessary one. With the right approach, insurers can achieve all three pillars of the holy trinity. Service doesn’t have to come at the cost of efficiency. Governance doesn’t have to slow things down. And efficiency doesn’t have to mean cutting corners.

Setting a new standard

Insurers that understand this – and act on it – will lead the next chapter of the market. Not because they’ve chosen a side, but because they’ve built systems where no one has to lose. In a market that’s only getting more competitive, that’s not just good strategy – it’s business-critical.

It’s time to retire the idea that you can’t have it all. You can. And you must. Because in today’s market, the holy trinity of service, efficiency and compliance isn’t a luxury. It’s a competitive advantage.

Learn more at netcall.com and ecliptic.tech

  • Fintech & Insurtech
  • InsurTech

Author

Toby Norfolk-Thompson

Published

27 August 2026

Estimated Read time

5Mins

Toby Norfolk-Thompson, co-founder and Chief Commercial Officer at Sentora, on why the UK needs to bring the political will to match the FinTech ambitions for crypto and realise the rewards of a decentralised future for finance

The UK has long prided itself on being a global leader in financial innovation. London moved quickly to establish itself as the centre of the international derivatives markets in the 90s and then embraced the FinTech boom giving the world household names like Revolut and Monzo. The UK’s early embrace of open banking showed how tradition and technology could successfully merge. Yet, in the realm of cryptocurrency and blockchain, the story is increasingly one of missed opportunities. Over recent years, the UK’s regulatory approach has shifted towards greater restriction, stifling innovation and driving businesses abroad. As we look to the near future, it’s time for policymakers to recalibrate. Loosen the reins, foster clarity, and position the UK as a true crypto powerhouse once more.

The turning point for Crypto

The turning point came in 2023, when the Financial Conduct Authority (FCA) introduced stringent new rules on crypto advertising under the Financial Services and Markets Act. New advertising rules threatened firms with unlimited fines or even prison time, stifling both scams and legitimate innovation. While aimed at protecting consumers from scams—a laudable goal—the broad interpretation of these rules led to an immediate crackdown. On the first day alone, the FCA issued 146 alerts against non-compliant crypto entities, creating a chilling effect across the industry. This wasn’t just about curbing bad actors; it ensnared legitimate innovators, forcing many to rework marketing strategies or halt UK operations altogether.

At the same time, the FCA’s crypto registration regime, requiring strict anti-money laundering (AML) and know-your-customer (KYC) compliance. Firms often having to pay hefty fees for approval, became a near insuromountable barrier. International firms were not exempt. Binance, one of the world’s largest exchanges, sharply scaled back its UK presence. By September 2023, additional requirements for collecting and sharing user data on crypto transfers further tightened the noose. These policies, while aligned with global efforts like the EU’s Markets in Crypto-Assets Regulation (MiCA), have been implemented with a rigour that prioritises caution over growth.

Impact on innovation

The impact on innovation has been profound. Crypto ownership in the UK has grown to encompass as much as 12% of the population, according to FCA estimates, highlighting strong public interest. Yet, restrictive policies have pushed entrepreneurs towards more welcoming jurisdictions. The UAE, Singapore, and even the US—despite its own regulatory hurdles—have capitalised on this exodus. In the UAE, for example, streamlined licensing and tax incentives have attracted billions in crypto investment. It’s not just companies leaving—skilled blockchain developers, founders and entrepreneurs are relocating to hubs like Dubai and Singapore. Meanwhile, UK-based firms cite unclear guidance and disproportionate compliance costs as reasons for relocation. One founder told me he spent more time with lawyers than engineers in 2024— a sentiment I’ve heard echoed across the industry. A 2025 Forbes piece highlighted how the FCA’s “blanket cryptoasset policy” is “crushing innovation” and making the UK “hostile to bitcoin businesses,” with companies like those in decentralised finance (DeFi) particularly affected. This isn’t hyperbole: high fines, up to 10% of global revenue for violations, create an environment where startups hesitate to experiment, fearing regulatory backlash.

In the present day, these trends persist amid a backdrop of economic recovery post-Brexit and inflation challenges. The government’s draft legislation in April 2025 extended existing financial regulations to crypto firms, aligning more closely with the US than the EU. On paper, this aims to “drive growth and protect consumers,” with rules covering exchanges, custodians, and even stablecoins. However, the reality is a regulatory patchwork that burdens smaller players. Compliance asymmetry—where issuers must navigate fragmented rules across jurisdictions—favours large firms with deep pockets, crowding out innovators. Upcoming rules, such as mandatory transaction reporting by 2026, risk pushing retail users off regulated platforms altogether.

Tax policies exacerbate the issue. Recent increases in capital gains taxes on crypto holdings, combined with AI-driven transaction tracking, and new HMRC reporting rules due in 2026, signal a surveillance-heavy approach that could alienate everyday investors. A 2017 study by the National Bureau of Economic Research found  that even a 1% rise in top marginal tax rates can reduce innovation output by 2%. In the UK, this translates to fewer patents, fewer startups, and a steady brain drain abroad.

Next steps for Crypto evolution in the UK

If the UK doesn’t change course, it risks cementing its reputation as a laggard, especially if the US, under evolving leadership, eases its stance. Meanwhile, Europe’s MiCA offers a unified framework attractive to firms looking for certainty. Without change, the UK risks irrelevance in a sector projected to reach trillions in value. Yet, opportunities abound. The government’s own Innovation Strategy envisions the UK as a “global hub for innovation by 2035.” To realise this, several steps are essential.

First, to appoint a dedicated blockchain envoy, as recommended by UK trade bodies, to coordinate policy and attract investment. This role could bridge the gap between regulators and industry, ensuring voices from CryptoUK and Innovate Finance are heard.

Second, to soften enforcement on advertising and registrations, providing clearer guidance and grace periods for compliance, as urged by Economic Secretary Andrew Griffith in 2023. By introducing phased implementation and advisory sandboxes, the UK could emulate the UAE’s VARA framework, which has licensed over 50 major players like Kraken since 2022, boosting investor confidence while fostering innovation. This shift would signal that the UK values progress over punishment.

Third, to incentivise innovation through tax breaks for crypto R&D and sandboxes for testing DeFi and stablecoins, balancing protection with progress, and allowing safe experimentation.

Fourth, to align with global standards like the Financial Stability Board’s recommendations, but adapt them to encourage rather than hinder, as the UAE does with federal and free-zone regulations, enabling rapid adaptation to market needs.

Finally, to expand open banking to include crypto, addressing flaky implementations and limited scope to unlock seamless integration. This would mainstream blockchain, allowing instant transfers and reducing reliance on volatile proxies.

The Crypto crossroads

The UK stands at a crossroads. Its restrictive path has hindered the very innovation it seeks to champion, but reversal is possible. By prioritising pro-growth policies, the government can reclaim its FinTech crown and harness crypto’s potential to boost the economy. As a company committed to advancing blockchain and the digital asset industry, we urge policymakers: act now, or watch the world pass us by. The ambition is here, I can say with certainty. What’s missing is the political will to match it. The future of finance is decentralised. Let’s ensure the UK leads it.

Learn more at sentora.com

  • Blockchain & Crypto
  • Neobanking

Author

Marius Jurgilas

Published

26 August 2026

Estimated Read time

5Mins

Marius Jurgilas, Founder & CEO of Axiology, on the future for tokenisation in capital markets

The conversation around tokenisation has often been framed as a crypto story. A speculative extension of digital assets into traditional finance. But recent developments suggest something far more consequential is underway. And that tokenisation is moving from experimentation to infrastructure, from cryptocurrencies to improving how securities are handled. 

Nasdaq’s reported framework to distribute tokenised US equities through the crypto exchange Kraken illustrates this shift. Rather than launching a standalone crypto product, the initiative signals that a major exchange operator is exploring how tokenisation can be embedded directly into regulated market structures. 

This matters because it reframes the role of distributed ledger technology (DLT) in capital markets. Tokenisation has proven it can coexist with traditional finance; the question now is how it will reshape the markets’ underlying infrastructure. 

From token wrappers to functional equivalence 

Much of the early wave of tokenised assets amounted to little more than digital representations of existing securities, effectively crypto ‘wrappers’ around traditional financial instruments. In many cases, these structures introduced additional intermediaries rather than removing them. 

The model now being discussed is materially different. In a fully tokenised framework, the token is designed to be functionally equivalent to the underlying security. Shareholder rights, ownership records, and settlement mechanisms are embedded directly within the token layer rather than relying on parallel processes. 

This tokenisation approach has implications far beyond digital trading interfaces. It challenges how post-trade infrastructure operates – the systems responsible for clearing, settlement and custody that underpin modern capital markets. 

Today, many securities transactions settle on a delayed basis, typically two business days after a trade (T+2 settlement). This structure persists across major markets, including the US and Europe. Despite the technological ability to settle transactions far more quickly. According to the Depository Trust & Clearing Corporation (DTCC), its systems process securities transactions worth trillions of dollars every day. This demonstrates the scale and complexity of existing settlement infrastructure. 

Tokenisation enables real-time or near-instant settlement, reducing counterparty risk and operational friction. That potential, rather than extended trading hours, is where the real structural transformation lies. 

The hybrid path to institutional adoption of tokenisation

Despite frequent rhetoric about decentralisation replacing traditional finance, institutional adoption of blockchain technology has followed a far more pragmatic path. Now, tokenisation is being integrated within regulated markets rather than outside them. This hybrid approach combines distributed ledger technology with existing regulatory frameworks, supervised participants and established compliance structures. 

In the US, Nasdaq reportedly filed a proposal with the U.S. Securities and Exchange Commission in 2025 outlining its framework for tokenised equity distribution. Such initiatives indicate that market operators view tokenisation as an evolution of existing infrastructure rather than a parallel system. 

Globally, central banks and regulators are increasingly exploring how DLT could modernise financial market plumbing while preserving legal certainty and investor protection. However, as tokenisation gains traction, a new challenge is emerging: fragmentation. 

Fragmentation is becoming the real obstacle for tokenisation

Distributed ledger networks are multiplying rapidly across the financial ecosystem. Exchanges, banks, custodians, and technology providers are all experimenting with their own blockchain-based platforms, such as J.P. Morgan’s Kinexys. While this innovation is encouraged, it creates a new risk: incompatible systems. 

Major post-trade infrastructure providers – including DTCC, Euroclear, and Clearstream – have already warned that fragmentation across distributed ledgers could become a material obstacle to market efficiency. 

Technical standards alone will not solve this issue as capital markets operate within highly structured legal frameworks governing ownership rights, settlement finality, and cross-border transactions. If the legal architecture does not evolve alongside the technology, tokenised systems risk replicating the complexity of existing infrastructure rather than simplifying it. In other words, tokenisation is not just a technological transition, but also a regulatory and legal one. 

Europe’s strategic choice 

For European markets, these developments raise an important strategic question: where will the infrastructure of tokenised finance actually reside? 

If European investors primarily access tokenised equities through platforms developed and operated outside the region, Europe risks becoming a distribution market with a more limited oversight over its infrastructure. 

This is the scenario policymakers sought to avoid when introducing the EU DLT Pilot Regime, with the framework being designed to allow regulated financial market infrastructures to experiment with tokenised securities trading and settlement within a coherent legal environment. 

The initiative provides a controlled space where exchanges, central securities depositories and other regulated entities can develop tokenised market systems while remaining subject to existing investor protection and market integrity rules. 

But regulatory frameworks alone are not enough. Infrastructure must also be built, and without domestic platforms capable of supporting tokenised securities markets, European investors could end up relying heavily on systems developed elsewhere, particularly in the United States. That would represent a significant shift in the geography of financial market infrastructure. 

The overlooked transformation: post-trade 

Much of the public discussion around tokenisation focuses on headline-grabbing concepts such as 24/7 trading. While extended market hours may be attractive, they are not the most transformative aspect of tokenised finance. 

The real disruption lies in post-trade. Clearing and settlement processes have historically evolved around legacy technology and regulatory constraints, involving multiple intermediaries, reconciliation processes, and risk management structures designed to handle delayed settlement cycles. 

Tokenised infrastructure enables collapsing many of these layers into a single, synchronised system where ownership transfer and settlement occur simultaneously. If implemented correctly, this could reduce operational costs, eliminate certain counterparty risks, and simplify cross-border investment flows. 

However, achieving this outcome at scale, while remaining compliant with financial regulation, is far from straightforward. It requires deep coordination between technology providers, market operators, regulators, and legal frameworks. 

Tokenisation’s infrastructure moment 

The significance of developments such as the Nasdaq-Kraken initiative lies not in the crypto narrative often attached to them, but in what they signal about the direction of financial market infrastructure. 

Tokenisation is gradually being treated less as a digital asset experiment and more as a potential foundation for next-generation capital markets. But, that transition will not happen overnight. Markets evolve slowly, particularly when trillions of dollars of assets and decades of regulatory architecture are involved. 

However, the trajectory is becoming clearer. The institutions that control market infrastructure – exchanges, clearing houses, and post-trade service providers – are beginning to explore how distributed ledger technology can reshape the mechanics of securities markets themselves.  The current challenge is to ensure that this transformation occurs within coherent regulatory frameworks, interoperable systems, and competitive market structures. Capital markets are already under the influence of tokenisation. What is left is to see who will build and ultimately control the infrastructure that powers it.

Learn more at axiology.lt

  • Blockchain & Crypto
  • Cybersecurity in FinTech

Author

Ross Osbourne

Published

25 August 2026

Estimated Read time

5Mins

Ross Osborne, CEO of UK Payments at Rippling, on why the future of finance will be defined less by incumbency and more by execution velocity

As with most industries today, developments in technology are reshaping how people and companies bank. Traditional banks with in-person branches are no longer the default. Global FnTtech investment reached $116 billion in 2025, underscoring the scale of this shift. Meanwhile, firms like Revolut – recently securing its banking licence and targeting a valuation above $100 billion in a future IPO – highlight the continued rise of digital-first challengers.

But beneath the growth story, much of this innovation is still concentrated in a small number of large platforms. They are repeatedly solving similar core problems – payments, accounts, onboarding – that traditional banks already spent decades building infrastructure for. The result is less a reinvention of banking, and more a reallocation of who delivers the same underlying services.

Where FinTechs are outperforming traditional banks is not in vision, but in execution. The key difference is structural: legacy institutions are constrained by layers of governance, compliance, and internal process. This means even simple changes can take multiple steps to implement. FinTechs, by contrast, are built for rapid iteration and direct deployment. This allows them to respond to customer demand in real time.

That speed matters. Modern businesses, especially those now operating in an AI-enabled environment, expect financial services to operate at the same cadence as the rest of their technology stack. Over time, that responsiveness becomes a competitive advantage, not just in product delivery but in attracting talent and capital. However, compressing decision cycles also concentrates operational and compliance risk, which needs to be managed deliberately rather than assumed away.

Building beyond legacy systems

Legacy banks are constrained by decades-old systems and processes that create a blockade of bureaucracy. Even getting a single decision over the line requires navigating endless layers of middle management and committee approvals. In that environment, processes and innovation can take twice as long as necessary.

In contrast, FinTechs have emerged in the space that banks left behind. They don’t have the traditional overheads of corporate structures, meaning they don’t just solve problems but become the solution itself. What we see in the FinTech space is super-efficiency. Operations are conducted at pace, stripped of the performative meetings and red tape that haunt traditional institutions. There is a brutal focus on output over ‘process for the sake of process’. This speed is their greatest competitive advantage. This agility means FinTechs can iterate rapidly on pricing and features, compounding their advantage in customer experience and innovation.

Banking without borders

Digital-first banking is inherently global. As businesses expand across markets, an online platform means that it is more accessible, with seamless cross-border transactions, currency conversion, and international payment processing. JP Morgan predicts that international transfers are expected to increase 5% annually until 2027. Underpinning the demand for easier access to cross-border banking.

The question is whether legacy payment rails can absorb that growth without friction eroding already thin transaction margins. As volumes scale, operational complexity tends to compound faster than efficiency gains. Particularly in systems not designed for real-time global settlement.

Against this backdrop, the lower operating costs associated with purely digital platforms enable FinTechs to offer competitive pricing and innovative, tailored financial products. This enhanced accessibility is not just about geography; it’s also about democratising finance, ensuring that banking services can keep pace with the rapid expansion and complex operational needs of an interconnected world economy.

Technology-based solutions for technology-based customers

Consumers now expect banking to mirror the best consumer apps they use every day: instant, intuitive, and mobile-first. Research comparing online to traditional banking finds customers cite convenience, time saving, and accessibility as primary reasons for shifting to digital channels.

Digital-first and mobile-only FinTechs are designed around these expectations from day one, whereas incumbents are still retrofitting branch-centric models to a digital world. Even as large banks have reduced their branches by about 15% over a decade, customer relationships have deepened digitally. Trust has become more associated with brand experience, transparency, and app reliability. Neobanks and FinTechs often rate highly in app-store reviews and NPS.

While legacy institutions sit on mountains of siloed data that they struggle to process, FinTechs are leveraging AI to provide real-time financial insights and automated wealth management. This transition from passive storage to active intelligence transforms the bank from a mere vault into a proactive partner. By the end of 2026, predictive analytics will be the baseline expectation, allowing agile players to anticipate customer needs before a single click is made, further cementing FinTech’s role as the architects of modern commerce.

The ecosystem of banking is also changing – shifting from product-centric to platform-based models, including embedded finance, marketplaces, banking-as-a-service. Yet many traditional banks are structurally and culturally less prepared for platform thinking, compared to FinTech or big-tech players.

Nurturing talent-driven innovation

This shift isn’t just about technology; it’s also about talent. Forecasts in London suggest FinTech job vacancies could grow by about 37% year‑on‑year in 2026. High-velocity environments are a magnet for and a product of top-tier talent. The best engineers, product managers, and thinkers want to work where their impact is immediate.

FinTechs offer just that. Not having to work through legacy systems means innovators are given the chance to shape processes themselves, creating output a lot faster than traditional banks, but also promoting continuous growth. By attracting the right talent who value autonomy and pace over stability, fintechs create a self-sustaining cycle of innovation that traditional banks simply cannot match with their current structures.

The rise of FinTechs

The evolution of the financial sector has reached a definitive tipping point where speed and agility are table stakes. As we move through 2026, the contrast between legacy institutions and FinTech disruptors has never been sharper. While traditional banks remain anchored by the weight of their own bureaucracy and theatrics, FinTechs are capitalising on a leaner, more intentional model that prioritises output over process.

Ultimately, the rise of FinTechs isn’t just about better apps or lower fees. It reflects a shift in what determines success in financial services: the ability to decide quickly and execute at speed. The winners will be those that can do both consistently – not those with the longest history or the deepest legacy advantage.

For modern businesses and consumers, that recalibration is already underway. The future of finance will be defined less by incumbency and more by execution velocity.

Learn more at rippling.com

  • Digital Payments
  • InsurTech
  • Neobanking

Author

Peter Pugh-Jones

Published

24 August 2026

Estimated Read time

5Mins

Peter Pugh-Jones, EMEA Field CDO at Confluent, explains why as more AI projects move into production, that gap will become harder to ignore. The conversation will shift away from what AI could do and towards what organisations are actually able to support in practice

AI is no longer an experiment in financial services. It’s already embedded in day-to-day operations.

Banks are rolling out AI-driven customer service, investing in automation, and exploring how generative and agentic systems can improve decision-making. Around 92% of global banks are already using AI in at least one core function, which suggests the industry is well on its way.

As these initiatives scale, however, a different reality starts to emerge.

What works in a pilot often becomes more complex, not to mention expensive, when rolled out across the business. In many cases, the issue is not the AI itself, but the environment it is being deployed into.

There is no ‘magic bullet’ for AI in financial services. Its impact is shaped by how well organisations can access, connect, and act on their data — increasingly through real-time approaches such as data streaming.

When AI meets reality

This is particularly visible in customer service.

AI-powered chatbots and virtual assistants are now widely used to handle routine queries, categorise transactions, and guide users through basic processes, and in the right conditions they can deliver real efficiency gains.

Scaling those systems, however, is a different challenge altogether. Despite the level of investment, many of these systems continue to rely on fragmented or outdated information, which sees the experience quickly starts to break down.

For example, customer context can be missing or inconsistent. Conversations don’t carry across channels. Employees are forced to double-check or correct outputs, removing much of the efficiency they were meant to deliver.

In a sector where trust matters, that’s difficult to ignore.

Legacy systems are still doing most of the damage

Frameworks like the EU AI Act are shaping how organisations deploy AI, particularly in high-impact use cases such as credit scoring, fraud detection, and customer risk assessment. Requirements around transparency, auditability, and data governance are raising the bar for how AI systems are built and monitored. And rightly so, given the importance of trust in financial services.

In practice, though, legacy infrastructure is often the bigger issue. When data is fragmented across systems or difficult to access in real time, it becomes far harder to evidence how decisions are made or ensure models are operating on complete, up-to-date information.

In many cases, it is these underlying data limitations — rather than regulation itself — that slow progress. With many banks reliant on systems built up over decades through mergers, upgrades, and workarounds, they struggle to create a single, reliable view of a customer or transaction — something AI depends on.

This also helps explain how FinTech startups can outmaneuver industry giants. Free of technical or technological baggage, they can build around modern data architectures from the start and bring new ideas to market more quickly.

AI can’t reach its potential, or in some cases even run, in a legacy environment. Sticking with the customer service example, one such example is personalisation.

Personalisation only works if the data is current

Personalisation has been a goal in financial services for years, but in many cases it has been closer to segmentation than true individualisation. If AI is going to change that, it needs a flow of data that can tell it exactly what’s happening in the moment.

Hyper-personalised experiences depend on real-time context — understanding a customer’s behaviour and situation as it evolves, often enabled by data streaming to ensure systems are working from the most up-to-date information. Without that, interactions quickly become disconnected.

A customer might start a query in an app, follow up by email, and then call support, only to repeat the same information each time. This is not a limitation of AI, but of how information moves between systems.

When that flow is in place, interactions become far more seamless, with context carrying across channels and experiences feeling more consistent.

AI should support people, not replace them

There is a lot of discussion about AI replacing human roles in financial services, but a fully automated model is unlikely.

AI is highly effective at handling repetitive, high-volume tasks, like triaging customer queries or processing transactions. But more complex interactions still require human judgement, empathy, and context — particularly in areas such as lending, investments, or financial advice.

Customer expectations also play a role. While digital channels continue to grow, many customers still value the option to speak to a person, particularly in more sensitive or high-stakes situations.

As a result, the most effective model is increasingly a hybrid one. AI handles routine processes and surfaces insights, while people focus on more complex and sensitive interactions — provided both are working from the same reliable, up-to-date information.

Getting the foundations right

As AI adoption continues, the conversation is starting to shift.

Early investment has focused on what AI can do. Attention is now turning to what is needed to make it work properly.

That starts with data. Organisations need to ensure data is connected, governed, and available when it is needed. Too often, this work is treated as something to address later, when in practice delaying it tends to create more complexity and cost over time.

There is also a cultural element to consider. In many organisations, established ways of working can slow progress just as much as technology. Addressing that is just as important as modernising systems, particularly when AI initiatives span multiple teams.

A question of readiness

Financial services organisations are being asked to move quickly while maintaining high levels of control and accountability. That is not easy.

The organisations that make progress will be those that focus less on AI as a standalone capability and more on the conditions that allow it to work. If those conditions are not in place, results will remain inconsistent.

As more AI projects move into production, that gap will become harder to ignore. The conversation will shift away from what AI could do and towards what organisations are actually able to support in practice.

In most cases, it comes down to a simple question: is the data ready?

Learn more at confluent.io

  • Artificial Intelligence in FinTech
  • Data & AI

Author

Dan Brightmore

Published

21 August 2026

Estimated Read time

3Mins

Global financial institutions and FinTech infrastructure providers are delivering seamless cross-border payments

TerraPay, the global money movement company has announced a collaboration with Deutsche Bank. It will provide access to the bank’s correspondent banking network, technology and product capabilities, supporting more efficient and reliable movement of money across borders. The milestone highlights the growing role of partnerships between global financial institutions and FinTech infrastructure providers. It is delivering more efficient, reliable and seamless cross-border payments.

Through this collaboration, TerraPay gains access to Deutsche Bank’s correspondent banking network, payments capabilities and foreign exchange services. This strengthens TerraPay’s settlement infrastructure and enhances its ability to facilitate cross-border payments for customers around the world. The initiative is expected to support greater efficiency, speed and reliability in USD settlement while further strengthening TerraPay’s global payments network.

The future of cross-border payments

“The future of cross-border payments will be built through collaboration between global financial institutions and purpose-built fintech infrastructure. Our relationship with Deutsche Bank brings together the strength of one of the world’s leading banks with TerraPay’s global payment network, creating new opportunities to improve settlement efficiency, expand market reach and deliver superior payment experiences for customers around the world.” 

Ambar Sur, Founder & CEO, TerraPay

The collaboration lays the groundwork for future opportunities between the two organisations as they explore ways to further enhance global payment connectivity and support the evolving needs of customers worldwide.

“We are pleased to support TerraPay as it continues to enhance its global cross-border payments infrastructure. By combining Deutsche Bank’s correspondent banking, payments and foreign exchange capabilities with TerraPay’s network, this partnership will help facilitate more efficient and reliable payment flows. It reflects our commitment to supporting Fintech clients in the Middle East region across the evolving payments landscape and connecting businesses and communities through our global network.” 

Majed Julfar, Chief Country Officer for the UAE, Deutsche Bank

About Deutsche Bank

Deutsche Bank provides retail and private banking, corporate and transaction banking, lending, asset and wealth management products and services as well as focused investment banking to private individuals, small and medium-sized companies, corporations, governments and institutional investors. Deutsche Bank is the leading bank in Germany with strong European roots and a global network.

Deutsche Bank AG, Dubai (DIFC) Branch is a branch of Deutsche Bank AG located and registered in the Dubai International Financial Centre (DIFC) in the Emirate of Dubai, United Arab Emirates, with registered no. 00062. Principal place of business in the DIFC: Dubai International Financial Centre, ICD Brookfield Place, Floor 35, PO Box 504902, Dubai, United Arab Emirates. Deutsche Bank AG, Dubai (DIFC) Branch is regulated by the Dubai Financial Services Authority (“DFSA”) and is authorized to provide Financial Services to Professional Clients only, as defined by the DFSA.

About TerraPay

TerraPay simplifies global money movement, providing a single connection to one of the most expansive cross-border payment networks, regulated across multiple markets. Our network enables payments to receiving and sending countries worldwide, reaching a vast network of mobile wallets, bank accounts, and cards. We make money transfers instant, reliable, transparent, and fully compliant for its partners, connecting them 7.5Bn+ bank accounts, in 156+ countries.  We work behind the scenes as the trusted partners for some of the world’s most innovative financial players, from banks and digital wallets to MTOs, corporates and fintech platforms. On a mission to create a borderless financial world, TerraPay operates Xend – the first of its kind payments interoperability network, enabling secure, real-time cross-border payments, to and from 3.7B wallets through a single, unified connection. TerraPay is headquartered in London, with offices in cities including, Dubai, Milan, Miami, Singapore, Bogota, Johannesburg, Kampala, Bangalore.

  • Digital Payments

Author

Todd Clyde

Published

20 August 2026

Estimated Read time

4Mins

Both Amazon and eBay have announced the introduction of Pay by Bank as a payment method in the UK. If…

Both Amazon and eBay have announced the introduction of Pay by Bank as a payment method in the UK. If there was ever any doubt, this signals that Pay by Bank is beginning to solidify itself as a mainstream global payment option.

Initially a “made in Europe” alternative to card payments, Pay by Bank is now a genuinely disruptive force, challenging traditional payment methods and offering faster payments, stronger security, and a simpler user experience.

A recent Token.io survey demonstrated that 91% of respondents reported strong merchant demand, while Open Banking Limited estimates a £4.4 billion opportunity. For UK businesses, Pay by Bank could unlock huge savings through lower transaction fees and improved reconciliation processes. This includes an estimated £331 million from online payments, £40 million from in-store transactions, £110 million from one-off bill payments, and £78 million from recurring billing.

Recent data from Open Banking Limited also shows Pay by Bank is a safer way to pay, with fraud rates 2.4x lower than payments industry norms. During 2025, approximately one in 6,000 open banking payments were fraudulent, compared with one in 2,500 across the broader payments industry. 

Pay by Bank

Today, popular Pay by Bank use cases include credit card repayments, current account top-ups and savings account funding, with adoption set to expand significantly as new schemes emerge.

Yet as Pay by Bank scales, a familiar pattern is revealing itself: fragmentation.

Across the UK and Europe, multiple industry-led and regulatory-led Pay by Bank schemes have emerged, each bringing its own functionality, geographic reach, dispute frameworks and commercial models. In these regions, open banking regulation created a foundation for every use case, but not every capability that merchants, billers and consumers need, including recurring payment mandates and dispute resolution frameworks.

Multiple Pay by Bank schemes reflect a payments ecosystem maturing beyond a one-size-fits-all model; this is not a flaw but a sign of healthy competition. Fragmentation is the inevitable consequence of a market scaling at pace, yet the fragmentation competition causes needs to be addressed.

Looking at the financial challenges, as more Pay by Bank schemes emerge, payment service providers (PSPs) could find themselves needing to integrate with multiple networks, each with its own technical, operational and commercial requirements. This increases developmental costs, maintenance requirements and operational complexity.

Greater Efficiency, Lower Operating Costs and Wider Adoption

If left unchecked, those costs risk being passed through the payments value chain, reducing some of the economic advantages that have made Pay by Bank so attractive. The industry should instead aim for greater efficiency, lower operating costs and wider adoption.

Limiting competition between schemes is not the goal, simplifying access to them is. Rather than integrating separately with every Pay by Bank network, PSPs can connect through a single infrastructure provider that enables access to multiple schemes via one integration. Those efficiencies can then be passed on to merchants, helping ensure that fragmentation drives innovation, not unnecessary cost.

Yet, the key is not to resist fragmentation, but to abstract both its technical and commercial complexity. Success is achieved for those that access multiple PBB schemes through a unified layer, benefiting from the reach and functionality of different networks without managing them directly.

Pay by Bank’s next chapter will be defined less by whether it succeeds and more by how the ecosystem scales. The rise of multiple schemes is evidence of a market attracting investment, innovation and competition, all hallmarks of a maturing payments category.

Fragmentation is therefore a sign of progress. The task ahead is to ensure that complexity is abstracted away, enabling PSPs and merchants to benefit from the reach of multiple schemes without the operational burden that comes with them.

About Token.io

Token.io is the leading Pay by Bank infrastructure provider. Powering major Pay by Bank schemes in the UK and Europe, Token.io’s turnkey infrastructure makes it simple for banks, platforms and payment companies to grow revenue, reduce costs and expand to new markets with Pay by Bank. Unrivalled acceptance, industry-leading conversion rates, and a uniquely collaborative partnership and distribution model make Token.io the market benchmark, as recognised by independent analysts. The company’s partners include three of Europe’s five largest financial institutions.

Learn more at Token.io

  • Digital Payments
  • Neobanking

Author

Raphael Guilley

Published

19 August 2026

Estimated Read time

4Mins

Raphael Guilley, SVP Consulting – FIME, on why institutions that establish robust frameworks for secure, compliant, and trusted agent-mediated transactions will be best positioned to lead in the agentic era

The integration of artificial intelligence (AI) into financial services is progressing beyond advisory tools and assistants toward autonomous economic actors capable of initiating transactions independently. This development, often described as agentic commerce, presents a fundamental transformation in how payment systems operate and poses significant strategic, regulatory, and technological challenges.

Defining Agentic Commerce

Agentic commerce refers to economic activity that is initiated and executed by autonomous AI agents with the authority to transact without ongoing human intervention. These agents possess decision-making logic, clearly defined permissions, and access to financial resources. Two principal models have emerged: agents acting on behalf of individuals within defined parameters and direct machine to machine payment interactions. While the former retains human oversight, the latter represents autonomous payment flows between AI entities.

This shift is distinct from traditional automation or decision support. It implies that software components are granted agency, including identity, credentialing, and access to value, enabling them to transact continuously and autonomously within predefined constraints.

Evolution of Payments Infrastructure

The payment industry has historically evolved from cash to plastic cards, then to digital wallets and mobile channels. Each stage redefined user behavior and market economics by reducing friction and expanding transactional capabilities. Agentic commerce represents a qualitative inflection point: economic actors that operate in real time and without direct human initiation will change not only how payments occur but the nature of economic participation itself.

Major industry stakeholders are investing in this future. Global card networks have announced initiatives designed to support agent-mediated transactions, indicating that the conceptual frontier of autonomous payments is now entering strategic product roadmaps.

Trust, Identity, and Control

A central question in the agentic era is trust. How can payment systems reliably authenticate and authorize autonomous agents? Traditional governance models are built around human identity and accountability; they do not readily extend to autonomous software entities. The emerging concept of know your agent (KYA) extends conventional identity frameworks to encompass machine identities, enforceable delegation scopes, and behavioral reputations.

Robust agent identity is a prerequisite for liability assignment and risk management. Without verifiable identity frameworks, the industry cannot effectively prevent or remediate unauthorised transactions initiated by compromised or malfunctioning agents. Furthermore, the probabilistic nature of AI decision-making introduces complexity in ensuring that agent actions remain aligned with user intent and regulatory expectations.

Risk Management and Governance

Agentic payments require robust governance constructs that balance autonomy and control. Delegation scopes must be clearly defined and tied to explicit user consent, while spending limits and risk parameters should be configured according to institutional policy. Real-time monitoring with anomaly detection tailored to agent behavior is essential, along with immediate revocation mechanisms to address errant agents. Comprehensive audit trails are required to ensure regulatory compliance and support dispute resolution. These capabilities must be integrated into AI payment frameworks to mitigate the risks associated with nondeterministic AI outcomes and to preserve compliance with existing risk, privacy, and financial crime obligations.

Smart Wallets as Governance Interfaces

In agentic commerce, the wallet evolves from a simple token repository into a governance boundary and enforcement engine. Smart wallets encapsulate digital value alongside programmable constraints, including merchant restrictions, behavioural policies, and regulatory triggers. Merchants and service providers could enforce acceptance criteria that require authenticated agent credentials and minimum trust thresholds.

This architecture enables a new class of programmable identity-linked reputation systems. If an agent violates trust thresholds, network participants could restrict its access, similar to consumer credit blacklisting in traditional finance.

Regulatory and Institutional Challenges

The introduction of agentic payments presents systemic challenges for policymakers, payments infrastructure operators, and regulatory authorities. Most existing payment rails were designed for human-initiated interactions and must evolve to support continuous, high-frequency autonomous transactions at scale. Determining responsibility for incorrect or malicious agent behavior requires new legal constructs, as traditional liability models for chargebacks, arbitration, and consumer protection do not readily apply when the initiating actor is non-human. Additionally, anti-money-laundering and sanctions compliance frameworks are predicated on human behavior and identity. Autonomous agents transacting across borders challenge existing compliance models and demand new risk-profiling and enforcement mechanisms.

Strategic Imperatives for the Payments Ecosystem

Agentic commerce is not a fringe trend but an emerging paradigm with implications for competitiveness and resilience. Payment networks must support real-time settlements, micro and nano transaction capabilities, and agent-aware fraud detection. Regulatory sandboxes should accommodate agentic payment use cases to inform policy and technical standards. Identity layers and standards, including ISO 20022 extensions, must incorporate agent flags and authentication metadata. Central banks and domestic schemes should explore programmable digital currencies usable by autonomous agents under defined compliance protocols. Failure to proactively adapt could result in external platforms capturing market share in agentic transaction flows.

Conclusion

Agentic commerce represents a transformative step in the evolution of payments. Autonomous AI agents will increasingly act as economic participants, triggering transactions on behalf of users and other systems. For the payments industry, this shift demands a rethinking of identity, governance, liability, and infrastructure. Institutions that establish robust frameworks for secure, compliant, and trusted agent-mediated transactions will be best positioned to lead in the agentic era.

Learn more at fime.com

  • Artificial Intelligence in FinTech
  • Digital Payments

Author

Dan Brightmore

Published

18 August 2026

Estimated Read time

3Mins

Real-time bank-to-wallet cross-border payments now available as Inter advances its mission to build the financial infrastructure connecting Brazil, the United States, and the world

Digital wallets have become the default way people send and receive money across large parts of the world, but the banks that hold and move the majority of global capital have largely stayed outside that ecosystem, reliant on legacy rails not built to reach wallet users directly. Inter, a global financial technology company serving 45M customers worldwide, today announced it has extended its cross-border payment infrastructure to reach 3.7 billion digital wallets worldwide through a strategic partnership with TerraPay, a global money movement company.

Real-Time Bank-to-Wallet Transfers

This integration connects Inter’s regulated infrastructure in Brazil and the United States directly to Xend – TerraPay’s global wallet interoperability network, enabling real-time bank-to-wallet transfers without requiring new connectivity layers.

TerraPay recently launched Xend for real-time wallet interoperability across financial ecosystems, empowering last mile localised payouts, cross-border wallet payments and merchant payments. 

Inter serves as the licensed settling institution for these transactions in both BRL and USD, combining its existing payment capabilities — PIX, InterPAY, Same Day ACH, and Real-Time Payments — with TerraPay’s global wallet reach to deliver most transactions in under one minute.

“Our focus has always been building infrastructure that behaves like software, not legacy banking. This partnership connects that infrastructure to billions of digital wallet destinations worldwide, demonstrating Inter’s long-term strategy to be the platform that links Brazil and the US to the global financial system, for our customers and for the enterprises that move money at scale.”

Ralph Boragina, Head of Cross-Border Payments, Inter

Payments at Scale

The scale of the opportunity reflects where payments are heading. The total value of digital wallet transactions is projected to grow from $9.85 trillion in 2026 to $23.4 trillion by 2031, a nearly 140% increase over five years. For platforms and enterprises managing payouts at scale, the infrastructure to reach that wallet economy has been the missing piece.

“The next phase of cross-border payments will be defined by interoperability between banks and digital wallets,” said Ralph Koker, Head of Europe and Americas, TerraPay, “Inter’s infrastructure, together with regulated, real-time, and built for scale,  is exactly what that future requires. This partnership extends what Inter has already built to reach billions of digital accounts globally, through existing rails, without friction.”

The announcement marks the latest step in Inter’s international infrastructure build-out, which includes its position as one of Brazil’s largest PIX payers, a leading FX operator by contracts registered with Brazil’s Central Bank, and the holder of a federally authorized banking branch in the U.S. Through TerraPay’s network, Inter is now positioned to serve the full spectrum of cross-border payment needs, from individual customers to high-volume enterprise disbursements, within a single regulated operating environment, settling in both BRL and USD.

About Inter

Inter (Inter&Co Inc./NASDAQ: INTR) is a global financial technology company providing banking, credit, investments, payments, and lifestyle solutions to more than 45 million customers worldwide. Inter leverages technology to unlock simplicity, offering mortgages, credit, gift cards, investments, and international payments through Banco Inter S.A., Brazil’s first digital bank, and a growing global footprint. Recognised by Forbes, CNBC, and others as one of the world’s leading fintechs and digital banks, Inter is guided by the Rule of 50 — a commitment to growing profitably and with discipline as it expands globally.

Learn more at inter.co.

About TerraPay

TerraPay simplifies global money movement, providing a single connection to one of the most expansive cross-border payment networks, regulated across multiple markets. TerraPay’s network reaches 3.7 billion mobile wallets and 7.5 billion bank accounts across more than 156 countries, serving as a trusted infrastructure partner to banks, digital wallets, money transfer operators, corporates, and fintech platforms. TerraPay is headquartered in London, with offices in Dubai, Milan, Miami, Singapore, Bogotá, Johannesburg, Kampala, and Bangalore.

  • Digital Payments
  • Neobanking

Author

Cien Solon

Published

17 August 2026

Estimated Read time

6Mins

Cien Solon, CEO & Co-Founder of LaunchLemonade, on why the future of financial services will be shaped by those who can balance AI innovation with responsibility

Every industry is racing to implement artificial intelligence. In financial services and other heavily regulated sectors, that race has been cautious. From automated underwriting and fraud detection to hyper-personalised customer experiences, AI offers FinTech companies unprecedented opportunities to innovate and scale. Yet alongside this promise comes the growing weight of regulation.

Different approaches to AI governance are already taking shape. In Europe, the EU is introducing a structured, risk-tiered framework that sets clear obligations depending on how AI is used. The UK is pursuing a more flexible, principles-based approach, allowing individual regulators to apply guidance tailored to their sectors. The US has a more decentralised model, blending federal direction with a growing patchwork of state-level rules. For FinTech founders operating across borders, this diversity can feel complex and, at times, overwhelming.

With these frameworks emerging, many fintech founders are beginning to hesitate. Questions around compliance costs, legal complexity and potential liability are causing some to reconsider or delay AI adoption altogether. For smaller fintech firms and scale-ups, the concern feels especially acute. Is the risk worth the reward?

It is. And founders who treat regulation as a strategic advantage, rather than a barrier, will be the ones who pull ahead.

Regulation as a Trust Multiplier

In financial services, trust is everything. Customers entrust FinTech platforms with their most sensitive data and critical financial decisions. Investors and partners demand reliability, transparency and accountability. Regulators expect firms to operate with integrity and control.

Robust AI governance can enhance trust across all of these stakeholders. FinTech companies that proactively adopt transparent and responsible AI practices signal maturity beyond their size. They demonstrate operational discipline alongside technical capability.

This matters especially now, when AI systems can appear opaque or unpredictable. Clearly communicating how AI is used, what decisions it informs, what data it relies on, and how risks are mitigated allows fintechs to differentiate themselves in a crowded market.

Compliance, when done well, builds credibility. And credibility, in financial services, is a powerful competitive advantage.

The Myth of ‘Compliance Paralysis‘

One of the most common misconceptions among FinTech SMEs is that AI regulation requires building entirely new compliance infrastructures from scratch. This belief often leads to what I call “compliance paralysis,” a reluctance to act because the problem feels too big to start.

In reality, much of AI governance maps directly onto frameworks that fintech companies already use. Risk management, model validation, data protection, auditability. These are familiar disciplines. AI extends them into new domains, but the foundations are already there.

Take model risk management. The steps a compliance team follows to validate a human-led underwriting process can be adapted to validate an AI-driven one. The logic is the same. The documentation requirements are the same. What changes is the technology performing the task, and the speed at which it operates.

I see this with our own clients. Regulated businesses assume they need to start from zero when it comes to AI governance. When we walk them through what they already have in place, the gap between current practices and regulatory expectations is almost always smaller than they feared.

The Agility Advantage of FinTech SMEs

Large banks may have dedicated compliance teams and significant legal budgets, but they also carry the weight of legacy systems. Retrofitting AI governance into complex, decades-old infrastructure is both costly and time-consuming.

Fintech SMEs have the advantage of agility. They can design and implement responsible AI practices from the ground up, embedding governance directly into their products and processes from day one.

This is exactly how we built LaunchLemonade. Every AI agent on our platform operates within a governance framework by default. Audit trails, data handling rules, transparency requirements. They are baked into the architecture, because bolting them on later is always harder and more expensive.

This compliant approach delivers real advantages. Long-term costs stay lower because governance is structural rather than retrofitted. Adapting to evolving regulatory requirements becomes faster because the foundations are already solid. And AI-enabled products reach the market ready to meet governance standards, rather than needing months of remediation after launch.

Regulation, in this sense, levels the playing field. Larger incumbents may have more resources, but smaller firms can move faster and design smarter. Those that embrace this will outpace competitors who delay.

Practical Steps for Leaders

For finance leaders looking to navigate AI regulation without overwhelming their teams, the key is to focus on pragmatic, high-impact actions.

Start by classifying AI risk early. A chatbot handling customer queries carries a very different risk profile from an algorithm making credit decisions. Understanding where your use cases sit on the risk spectrum allows you to prioritise governance efforts where they actually matter.

Be transparent by default. Inform users when AI is being used, explain its role in decision-making, and provide avenues for human review where appropriate. Clear communication builds trust and reduces regulatory friction.

Leverage what you already have. Map AI governance onto your existing risk and compliance processes rather than building a parallel system. This reduces duplication and accelerates implementation.

Build lightweight governance structures. You do not need a large compliance team to implement effective oversight. Documenting model assumptions, maintaining audit trails and assigning internal accountability can go a long way. At LaunchLemonade, we see regulated SMEs achieve meaningful governance with lean teams precisely because they focus on these fundamentals.

And know when to bring in expert input. Legal and regulatory expertise is valuable, but it does not need to be engaged at every step. Focus external support on high-risk use cases or areas of genuine uncertainty.

The Cost of Standing Still

If financial SMEs retreat from AI because of regulatory anxiety, innovation will not stop. It will simply concentrate in the hands of large incumbents and major technology companies with the resources to navigate complex compliance landscapes.

That concentration has broader implications. Competition reduces. Innovation cycles slow. Diversity in financial products and services narrows. Opportunities to improve financial inclusion and accessibility are missed.

Fintech and finserve has historically been a driver of disruption, challenging traditional models and expanding access to financial services. AI represents the next wave of that transformation. If smaller players step back now, they risk ceding that ground entirely.

Regulation as an Enabler

The conversation around AI regulation in financial services needs a shift in perspective. Regulation creates the guardrails that allow new technologies to scale safely and sustainably. It builds the trust required for widespread adoption. And it ensures that innovation benefits broadly, across industries and communities, rather than being concentrated among those who can afford to figure it out alone.

For fintech and finserve founders, the real question is how to innovate responsibly and strategically. Those who embrace that question will find that regulation is part of the answer.

AI is too important an opportunity for FinTech to ignore. Regulatory frameworks may seem daunting, but they are neither insurmountable nor inherently restrictive. When approached thoughtfully, they strengthen trust, streamline operations and unlock new avenues for growth.

Financial SMEs are uniquely positioned to lead in this space. Their agility, focus and ability to embed governance from the outset give them a distinct edge over larger, slower-moving competitors. The future of financial services will be shaped by those who can balance innovation with responsibility. The firms that recognise this will define the age of AI, rather than simply surviving it.

Learn more at launchlemonade.app

Cien Solon is the CEO and Founder of LaunchLemonade, a secure governed platform of AI agents for regulated industries. An experienced AI transformation leader, Cien has been building AI-powered solutions since 2018 and working with generative AI since 2022. Her mission is to ensure that smaller businesses in regulated sectors can adopt AI confidently, without the enterprise price tag. LaunchLemonade was included in Entrepreneur UK’s Top 100 Startups to Watch, and Cien was shortlisted in the Technology category of the 2025 Investec Early-Stage Entrepreneur of the Year Awards.

  • Artificial Intelligence in FinTech
  • Data & AI
  • Digital Strategy
  • Fintech & Insurtech

Author

Dan Brightmore

Published

14 August 2026

Estimated Read time

2Mins

Standard Bank reported a 10% increase in first-half headline earnings to $1.62 billion, supported by stronger fee and trading income and a decline in credit impairment charges

Africa’s largest bank by assets reports that headline earnings for the six months ended June 30 rose to $1.62 billion, equivalent to 26.1 billion South African rand, from the same period a year earlier. The result reflected stronger activity across its corporate and investment banking operations and moderate growth in lending.

Net interest income increased 4% to about $3.32 billion, as stronger deal activity and loan growth supported revenue. However, net interest margins narrowed to 4.72% as lower interest rates and increased pricing competition put pressure on lending profitability.

Fee and commission revenue rose 7% to approximately $1.14 billion, driven by higher corporate debt financing activity and increased banking transactions. Trading revenue also increased 8% as market activity provided an additional boost to the bank’s non-interest income.

Credit impairment charges fell 12% to about $439 million, improving the group’s credit loss ratio to 73 basis points from 93 basis points a year earlier. The lower impairment charge provided a significant contribution to earnings growth as credit conditions improved across its markets.

Strong Performance

The bank’s performance came despite a more challenging interest-rate environment. Lower rates can reduce the amount banks earn from the difference between lending and deposit rates, making growth in fees, trading and other non-interest revenue increasingly important.

Standard Bank’s return on equity remained strong at 19.8%, reflecting its ability to generate substantial earnings relative to shareholders’ capital. The group has continued to focus on expanding its digital banking, payments and corporate banking operations across Africa.

The lender also increased its interim dividend by 10% to $0.56 per share, equivalent to 9.02 South African rand, signalling confidence in its earnings and capital position.

The results come as South Africa’s banking sector benefits from improving economic conditions and lower credit stress, although weaker interest margins are creating pressure on traditional lending income.

Standard Bank has maintained its full-year outlook as it seeks to build on the momentum from the first half. The group expects continued growth across its banking businesses while remaining focused on controlling costs and managing credit risks.

The earnings performance reinforces Standard Bank’s position among Africa’s largest financial institutions, with its diversified operations across South Africa and other African markets helping offset pressure from weaker margins in traditional banking.

Learn more at standardbank.co.za

  • Digital Payments
  • Neobanking

Author

Mark Williams

Published

13 August 2026

Estimated Read time

3Mins

Mark Williams, Chief Operating Officer at Sharp UK, on why the real power of AI in the finance world lies in disruption and empowering teams to reconsider established processes, reduce inefficiencies and become more creative in their approach

With AI, process and workflow innovation is just as important as product innovation. The best place for organisations to start is to review their business operations and strategically choose the use cases where AI will enhance human action; that is, make a process more efficient, reduce human error, or allow new processes to be put in place. Similarly, it involves identifying opportunities for AI use that enables teams to concentrate on strategic priorities and what they do best, rather than being distracted by administrative responsibilities.

AI in Finance

In the finance sector, accuracy and time is paramount; however, this means there can be some reluctance to introduce AI. Training and a thorough implementation process, particularly leveraging the skills and experience of an external partner, can encourage implementation and effective AI use throughout an organisation.

The most important AI skills are prompt engineering and strategic thinking. AI is like a digital worker: it needs training, and when properly utilised, can become an extension of the team. Prompt engineering is a skill like any other and providing understanding best-practise is paramount. This is where the need for a cultural shift comes in, part of AI implementation is about creating excitement and focused training to give teams the confidence to effectively craft prompts and understand when and where AI brings value to their role.

Utilising the Right Technology

The next step is to utilise the right technology for the right business or client need. Many companies, especially in the financial space, are training their own small language learning models as opposed to open LLMs within their own environments, also known as Retrieval Augmented Generation (RAG). This ensures not only that private and sensitive data does not enter the public domain, but also that the AI responses are tailored and more impactful.

Areas where AI can excel for finance teams include planning and analysis, account reconciliation, recording data through to reporting, tax and treasury operations and compliance processes. It can help to speed up and improve accuracy in the month end process and reporting, reducing pressure on finance teams at that all-important month end period. By giving finance teams the right tools and training, they can manage this autonomously by creating and training their own AI agents, adapting to their specific needs.

Good Use of AI

What ‘good’ use of AI looks like should be defined as part of any training and implementation process. We see the best results when everyone is aligned on AI implementation, and it is purposefully integrated into strategic areas of business operations. It’s also important to learn from others; the recent Microsoft AI Tour is a great example of where to draw inspiration. Sharp exhibited how XR glasses can interact with AI to merge physical and digital worlds to inspire businesses as to how thinking outside the box can often lead to unlocking new opportunities you may never have considered.

That ultimately is the real power of AI – disrupting the finance world, and empowering teams to reconsider established processes, reduce inefficiencies and become more creative in their approach.

Learn more at sharp.co.uk

  • Artificial Intelligence in FinTech
  • Neobanking

Author

Dan Brightmore

Published

12 August 2026

Estimated Read time

5Mins

Gaby Diamant, Co-founder and CEO of BridgeWise, on how and why AI will play an even larger future role in the wealth space

Artificial intelligence is now firmly embedded across investment research, portfolio construction and advice. Its capabilities have evolved alongside the expectations users have for it. Today’s investors and advisors are not satisfied with speed alone. They want to understand how and why decisions are made.

This shift is placing explainability at the centre of modern investing. As algorithms take on a greater role in shaping financial decisions, transparency is becoming critical to building trust, meeting regulatory expectations and supporting better outcomes for both advisors and investors.

AI adoption is reaching a pivotal point

AI adoption across financial services continues to accelerate – particularly because of its ability to process vast amounts of both structured and unstructured data. From earnings reports, market sentiment, global news and social media discussion, AI can analyse information in minutes, replacing what once required teams of analysts working over long periods.

This shift is significant in scale, with BridgeWise’s State of AI for Wealth 2026 report finding 78.3% of respondents globally already use AI tools as part of their investment research, making it no longer early experimentation but mainstream behaviour. In addition, real world applications are already in use, with large asset managers now using AI to scan thousands of company filings during reporting seasons to identify shifts in guidance or any emerging risks much faster than manual methods. This is transforming how opportunities are identified and how risk is assessed.

However, it is important to acknowledge that faster and more informed outputs may not be the better option if they aren’t explainable and traceable. These outputs are not enough if advisors cannot understand how conclusions were reached.

Why is explainability and traceability essential?

Explainable AI refers to systems that clearly show how outputs are generated, including which data points were used and how different factors were weighed in decision making. This is a critical step in financial services, as each decision and piece of advice directly impacts a client’s investments, risk and long term goals.

The main challenge lies in trust.

Despite growing trust in AI, nearly half of all survey respondents, 49.5%, say their main concern is that it may provide incorrect or risky advice, making this the single biggest barrier to adoption. Without clear reasoning behind every decision, even the most accurate systems struggle to gain trust over a human advisor.

Regulators are also increasing scrutiny with the UK’s Financial Conduct Authority making it clear that advisors remain responsible for decisions made using AI and must ensure their outcomes are explainable and auditable. The EU AI Act does the same, introducing stricter requirements around advice transparency, record-keeping and human oversight for high risk systems and investments.

The growing focus places traceability at the centre and is making it no longer acceptable to know just what decision was made, they must now be able to show how and why it was made. Decisions are regularly reviewed, audited and challenged in investing, so advisors moving forward with decisions that do not have a clear record of how a recommendation was generated, face regulatory non-compliance and risk customer relationships.

Explainability is no longer a competitive advantage, it is an expectation.

How is AI supporting better human decision making?

Explainable AI is reshaping how advisors interact with technology. Rather than replacing humans, these processes are being used to enhance human capabilities by accounting for global market data. When models outline their reasoning clearly, advisors can apply their own expertise, experience and knowledge to hold more informed conversations with their clients. This becomes important in the wealth management space, where decisions must align with long term goals.

If an AI model were to suggest reducing exposure to a specific sector, having it be explainable allows an advisor to understand what is driving this, whether it be macroeconomic, company changes or market sentiment. Having this context enables clearer thought processing and stronger client relationships.

Among more advanced users, the role of AI is shifting from validation to discovery, with 44% of frequent users primarily relying on AI to identify new investment opportunities. Again here, before investing in an unknown stock, trust must be established.

Bridging the trust gap in investing

Explainability plays a key role in bridging the trust gap – when systems can provide clear, traceable insights to help advisors and investors understand the outcome, they can mentally validate it, check its logic and understand its reasoning – whether they agree with it or not.

By sharing transparency with a solid user experience, users can then become active and see AI as supplementary and enhancing to their investing model, not predatory or inaccurate. 26.9% and 24% of users respectively cite that proof of data accuracy and human oversight would increase their confidence in using AI for investing.

Explainable models address both these needs by highlighting the source of information and allowing a human to externally verify, helping build confidence in the face of skepticism.

Using AI for a more transparent future in investing

There is no doubt AI will play an even larger future role in the wealth space, but expectations and regulations are shifting. With an increasing demand for investors wanting to understand the reasoning behind recommendations, regulators are placing greater emphasis on accountability and transparency for firms.

Explainable AI supports this shift by making decisions easier to understand, giving advisors and investors clearer visibility into how outcomes are reached and providing greater confidence in the decisions they make or advise.

Learn more at bridgewise.com

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto

Author

Dan Brightmore

Published

11 August 2026

Estimated Read time

4Mins

Read in brochure format

Read the latest issue here The EBRD: Building Global Technology Foundations for the Future Our cover story revisits the work…

Read the latest issue here

The EBRD: Building Global Technology Foundations for the Future

Our cover story revisits the work of Chief Information Officer Subhash Chandra Jose. He reveals the strategy, leadership and continued purpose at the heart of a digital transformation across The European Bank for Reconstruction and Development (EBRD) global network. Under his leadership the digital journey has become as much about culture and collaboration as it is about cloud, artificial intelligence and cybersecurity.

“We have made a lot of advancements on AI and cloud and all the greatest and latest technologies. But we mustn’t forget what actually makes the technology experience on the ground. It’s about network and connectivity.”

BSP: Securing the Future of Digital Banking for Fiji

By placing customers, community and practical innovation ahead of technology for its own sake, BSP is building a digital banking platform designed for long-term growth. CIO Omid Saberi explains how sixteen years of transformation have helped create the technological foundations for Fiji’s largest corporate bank while preparing customers for an increasingly digital future.

“Corporate banking is where you change a country because you’re enabling businesses to grow.”

First United Bank: Combining Community Banking Values with Modern Technology

Executive Vice President and transformation leader Tadd Tobkin reveals the evolution of community banking helping First United Bank customers ‘Spend Life Wisely’.

“Our goal is not to become a technology company that happens to be a bank.  It is to become a great community bank with the modern capabilities required to serve people for generations…”

OSB Group: Building the FinTech Foundations for Faster, Safer Growth

For Debra Bailey, Chief Information Officer at OSB Group, working on technology transformation with Publicis Sapient is not about chasing the latest innovation. It is focused on outcomes: giving colleagues better tools, helping brokers move faster, improving customer journeys and creating the operating model needed for sustainable growth.

“Publicis Sapient architected this overall proposed platform and the FinTechs that we work with. It’s a very logical and open architecture.”

Publicis Sapient: AI Belongs in the Engine room, Not Just the Front Office

Following the launch of its Core Modernisation Playbook, Publicis Sapient‘s Dave Murphy, Head of Financial Services- EMEA & APAC, explores why so many banks struggle to modernise despite investing heavily in AI. The challenge is no longer knowing what to transform, but how to execute transformation safely.

“The banks that move first will not simply modernise faster. They will build the AI-ready foundations that determine how quickly every future innovation can be delivered.”

Get your copy of the latest White Paper from Publicis Sapient here

Also in this issue, Mangopay examine the evolution for payments with stablecoins; Lexis Nexis explain why single customer view is not just a data capability; but a core enabler of InsurTech innovation; TreviPay explore the future for B2B payments and Austriacard Holdings advise on strong governance in AI adoption.

Want more? We also round up the key FinTech events and conferences across the globe.

Enjoy the issue!

Read the latest issue here

  • Artificial Intelligence in FinTech
  • Digital Payments
  • InsurTech

Author

Dave Murphy

Published

10 August 2026

Estimated Read time

6Mins

Following the launch of its Core Modernisation Playbook, Publicis Sapient’s Dave Murphy, Head of Financial Services – EMEA & APAC, explores why so many banks struggle to modernise despite investing heavily in AI. The challenge is no longer knowing what to transform, but how to execute transformation safely

Most banks have spent the last decade applying AI where its impact is most visible, in chatbots, fraud scoring and personalised product recommendations. The results have been real, and in places significant, however, they have also been contained. AI has been working at the edges of the organisation, improving the surfaces that customers and compliance teams interact with, while the actual machinery of the bank carries on untouched. The core systems, the batch processing logic, the settlement rules written in COBOL three decades ago, have continued to run exactly as they always have, insulated from the transformation happening around them.

Meeting the AI Execution Challenge

That insulation is starting to break down. For CTOs weighing where AI investment should go next, the implications are considerable. The question is no longer whether banks need to modernise. Every major institution already knows it needs real-time payments, AI-ready operations, API-enabled architectures and cleaner data foundations. The challenge is execution. How do you modernise decades of critical systems without introducing unacceptable operational risk?

That is where AI is beginning to change the equation. Rather than focusing solely on customer experience or analytics, it is being applied to the engineering process itself. The discovery, extraction, transformation and validation work that has traditionally been the slowest, riskiest and most expensive phase of core modernisation is becoming increasingly automated. This is where the greatest opportunity now exists.

The Core Modernisation Playbook

Publicis Sapient explores this shift in its recent Core Modernisation Playbook. At the centre of that approach is Sapient Slingshot, a platform designed to apply AI across the engineering lifecycle rather than simply the coding stage. Slingshot applies AI across the entire modernisation lifecycle, from understanding legacy systems through to transformation and continuous validation within a governed workflow. The objective is not simply to write code faster. It is to make large-scale modernisation more predictable, auditable and easier to execute.

One global bank recently used this approach to analyse three million lines of COBOL and produce verified functional specifications in eight weeks, work that would previously have taken well over a year and required scarce legacy expertise that is becoming increasingly difficult to find. What changed was not the strategy or destination. It was the execution model.

Core banking code written over thirty or forty years rarely comes with a user manual. Business rules become embedded directly in software, operational workarounds accumulate over time, and critical knowledge often exists only in the minds of engineers who built the systems. As those engineers retire, banks are not simply losing people. They are losing the institutional knowledge needed to modernise safely.

This reflects a broader shift in how modernisation is delivered. Instead of treating discovery, code generation and testing as separate phases owned by different teams, they become part of a connected execution model. Understanding legacy systems, building modern services and validating every change happen as part of the same continuous process. That reduces risk while improving speed, which is exactly what heavily regulated organisations require.

AI-Powered Business

AI-powered business rule extraction is a direct response to that problem. Rather than depending on interviews with legacy experts and time-consuming manual code walkthroughs, automated analysis can surface the logic embedded in legacy programs, cross-reference it against actual processing behaviour, and generate specifications that engineers who’ve never touched the original COBOL can read and act on. In the case above, specification accuracy came in at 95%, and the time needed to analyse individual batch feeds dropped from 35 days to five. That compression changes the shape of what a modernisation programme looks like in its early phases. Work that used to occupy teams for the better part of two years can be substantially completed in months, and what comes out the other end isn’t an informal summary but a set of audit-ready specifications and, in this instance, more than 200 implementation-ready backlog items that become the foundation for everything that follows.

Establishing Strong Foundations For AI

Foundations matter because the validation phase of modernisation is where most programmes break down. There’s no shortage of ambition or strategic clarity in banking transformation. Most major institutions have roadmaps, target architectures and detailed business cases. What consistently falls apart is proving, with sufficient rigour, that a rewritten system behaves identically to the one it’s replacing.

Core banking processes handle exceptions, regulatory edge cases and accumulated business logic in ways that are difficult to fully enumerate up front, let alone test exhaustively by hand. Traditional testing models depend heavily on manually created test cases, subject-matter-expert review and long validation cycles. Coverage gaps are hard to detect, particularly when the legacy behaviour they’re meant to validate against is poorly documented in the first place. Banks end up completing the development work and then getting stuck proving the new system does what it’s supposed to.

AI-driven testing changes that equation by generating and executing test cases at a scale manual teams can’t match, covering standard transactions, edge cases and downstream dependencies systematically rather than sampling them. That doesn’t remove the need for human judgement on what ‘correct’ looks like, but, it does remove the bottleneck of generating enough coverage to have confidence in the answer.

Modernisation Strategy

None of this means banks can modernise the way digital natives do. Core banking platforms sit inside dense ecosystems of payments networks, risk engines, regulatory reporting systems and third-party providers. A change in one system can create consequences dozens of steps downstream, and banks must modernise around uptime, auditability and customer trust in a way a retailer redesigning a checkout flow simply doesn’t. That’s precisely why execution has become the defining challenge. Every bank already knows what it wants to build. The competitive advantage now lies in how effectively it modernises the foundations that make those ambitions possible.

Sapient Slingshot – Deploying An Execution Engine

What AI applied to the engineering process offers is a way to close that gap without pretending the underlying complexity has gone away. Understanding what a legacy system actually does, generating modern code and architecture that preserves the business behaviour underneath it, and validating the result continuously rather than at the end of a multi-year build: these are the three things that have historically made core modernisation slow, expensive and prone to stalling.

Applying AI across the engineering lifecycle does not remove the need for governance, auditability or human judgement. It strengthens them by making documentation, traceability and validation part of the execution process rather than activities completed afterwards. This is where platforms such as Sapient Slingshot are emerging as execution engines for modernisation, enabling banks to modernise with greater speed, control and confidence rather than simply generating code more quickly.

For CTOs, the practical takeaway is less about any single tool and more about where in the lifecycle AI is being pointed. The customer-facing layer of banking has benefited from a decade of AI investment. The engine room is only just beginning. The banks that move first will not simply modernise faster. They will build the AI-ready foundations that determine how quickly every future innovation can be delivered.

The Core Modernisation Playbook

Get your copy of the latest White Paper from Publicis Sapient here

  • Artificial Intelligence in FinTech
  • Digital Strategy
  • Fintech & Insurtech

Author

Dan Brightmore

Published

7 August 2026

Estimated Read time

3Mins

Conducted in partnership with Visa, the study reveals how community banks can attract and deepen relationships with small- and medium-sized businesses (SMBs)

Primax, a provider of payment processing services and value-added solutions for banks, today announced the release of its second annual Banking in Focus research. This year’s study reveals a significant opportunity for community banks to strengthen relationships with small- and medium-sized businesses (SMBs) as their financial needs evolve.

Banking in Focus

According to the study -conducted in partnership with Visa -, 86% of SMBs work with multiple banking partners. They use an average of 2.8 financial institutions for their business banking needs. With SMB relationships increasingly spread across providers, community banks have an opportunity to capture more of the relationship by becoming a trusted partner throughout the business lifecycle.

“Community banks have a strong foundation with small businesses built on trust, relationships and personalised service. This year’s Banking in Focus research shows that the path forward is not replacing those strengths, but building on them with the capabilities SMBs need to manage and grow their businesses. By continuing to evolve alongside their customers, community banks can deepen relationships and strengthen their role in the SMB market.”

Bill Hampton, President, Primax

Key findings from this year’s study include:

  • Community banks have a strong foundation to build on: SMBs that bank with community financial institutions report high satisfaction with transparent fees and customer service. Yet community banks are less likely than larger providers to serve as businesses’ primary financial institution. This suggests an opportunity to strengthen awareness of their business banking capabilities and reinforce their value as businesses grow.
  • Growing SMBs need more sophisticated financial support: As businesses scale, their needs become more complex, with greater demand for capabilities such as payment processing, payroll, treasury management and financial advisory support. Community banks that evolve alongside their business customers are better positioned to retain relationships over time.
  • Personal and business banking relationships are closely connected: More than half (53%) of SMBs surveyed use the same primary financial institution for both personal and business banking. Highlighting the opportunity for community banks to deepen relationships as entrepreneurs start and scale their businesses.
  • Access to credit and payments can determine a business’s ability to grow: One in three SMBs, and 39% of lower middle market businesses, say payment and credit challenges affect their ability to maintain cash flow and invest in growth. Underscoring the critical role financial institutions play beyond traditional banking services.
  • Digital banking and security are baseline expectations: Robust digital banking, fraud protection and card offerings have become table stakes for SMBs. Community banks can differentiate by pairing these essentials with the personalised service and business expertise for which they are known.

Community Banking Strategy

The study also outlines strategies for community banks looking to acquire, deepen and retain SMB relationships. These include leading with payments, leaning into their core strengths, supporting SMB credit needs and engaging early and often as businesses grow.

Primax’s 2026 Banking in Focus research was conducted in partnership with Visa. It surveyed 600 U.S. small- and medium-sized business owners and decision makers. The audience was evenly split, with 300 respondents from micro and small businesses with less than $10 million in annual revenue. And 300 respondents from lower middle market businesses with $10 million to $50 million in annual revenue. All participants were 21 years of age or older, with a mix of gender and age groups.

The full 2026 Banking in Focus white paper is available for download on the Primax website.

About Primax

Primax provides banks with payment processing services and an expansive array of value-added technology and solutions. Primax’s customisable solutions include risk management, mobile and online card management, data and analytics, loyalty programs, marketing, strategic consulting, delinquency management and contact centre services. These help banks profitably grow their portfolios and deliver an unparalleled experience to their accountholders. With a longstanding commitment to service excellence, Primax has been designing and providing support services for banks throughout the U.S. and the Caribbean for over 40 years.

For more information visit primax.us

  • Digital Payments

Author

Todd Latham

Published

6 August 2026

Estimated Read time

6Mins

Todd Latham, CEO at Attest, a B2C research and insight platform, on why trust in financial services is earned and the need to act quickly on inisghts

You would be hard pressed to find a leadership team that wouldn’t say maintaining trust with consumers is a top strategic priority in its decision-making.

Since the financial crisis, financial services firms have worked hard to rebuild trust, gradually climbing back into neutral territory from a position where the industry ranked among the least trusted sectors. 

But if the past few years have shown us anything, it’s that trust in financial services is still fragile. And it can be lost far more quickly than it is built.

While the outlook for financial services firms has certainly improved, trust remains delicate. Consumers are firmly in the driving seat and can even dictate whether firms retain their social licence to operate, as we saw during the collapse of Credit Suisse in 2023. 

Cybersecurity incidents on the rise

At the end of 2025, that fragility was laid bare once again. Following a spate of cybersecurity incidents and the rapid rise of AI-enabled fraud, Attest data shows that half of British consumers said they trusted financial institutions less as a result.

And unlike in many other industries, when it comes to finance, consumers are far more willing to act on that loss of trust. One in five have already switched providers because of it. More than a third (39%) say trust is the single most important factor when choosing a financial product, far ahead of the next most important factor, lowest fees (18%).

But even this doesn’t tell the full story. Because ‘trust’, now more than ever, does not mean one thing to all consumers.

It is not a single, shared concept that can be measured and managed in the same way across an entire customer base. It is fluid, context-dependent and increasingly shaped by individual expectations, experiences and life stages.

A perfect storm reshaping trust 

What makes the current moment particularly challenging is not just the scale of change, but its speed.

Consumers are moving faster than institutions, adopting new technologies, forming new expectations and redefining what good looks like, often ahead of the industry’s ability to respond.

At the same time, the environment in which trust is built has fundamentally changed. Financial services are no longer experienced through single, contained relationships. The environment is now embedded across digital journeys, shaped by interactions that extend beyond traditional banking channels, and influenced by a wider ecosystem of providers, platforms and technologies.

This has two important consequences. First, trust is not built in one place. It is shaped across multiple touchpoints, many of which sit outside a firm’s direct control. Second, the criteria by which trust is judged are shifting. Being secure or reliable is table stakes. Increasingly, trust is evaluated through experience: how intuitive something feels, how clearly it communicates, and how well it fits into a customer’s everyday life.

Against a backdrop of rising fraud, rapid AI adoption – spanning a wide range of consumer comfort levels – and ongoing economic pressure, the result is a more dynamic, more complex and more demanding landscape than financial services has faced before.

From brand promise to lived experience

Traditional banks continue to hold an advantage in baseline trust. Attest data shows that 77% of consumers trust traditional banks, reflecting decades of institutional credibility, regulatory oversight and scale.

However, that trust is far from unassailable and newer players are gaining ground. Over half of consumers now trust neobanks (54%), and while overall trust in cryptocurrency platforms remains lower at a quarter (24%), it rises significantly among younger and more cosmopolitan audiences – 41% among 25–34-year-olds and 44% among Londoners. 

These figures point to a broader shift: trust is becoming more fluid, contextual, and influenced by experience rather than legacy.

FinTechs, in particular, are redefining what trust looks like. They are building it through intuitive design, frictionless onboarding and customer-centric experiences, leading to 15% of millennials putting complete trust in fintech apps, much higher than older cohorts. Increasingly, trust is less tied up with who provides a service and more about how well it works.

A generation-driven redefinition of trust

Exposure to different macro conditions is also shaping how different cohorts think about trust, and who they place it with.

With traditional financial life stages breaking down, younger consumers are not following the same patterns as previous generations; whether that is buying a home in their late 20s, building wealth in predictable ways, or engaging with financial products at expected milestones. These disruptions mean that the models many institutions still design around fail to reflect reality.

At the same time, a significant generational wealth transfer is underway. It’s estimated that more than £5 trillion in assets will be passed down the generations by 2050. Yet one in ten younger consumers are not financially confident or well-prepared to manage it. They are actively seeking guidance, often from a fragmented mix of sources – from social media to AI tools – leaving a gap for financial institutions to position themselves as trusted educators and advisors in an increasingly noisy landscape. Research we carried out around savings and investments found 87% of 25-34-year-olds expect financial services firms to help them understand investment products.

AI adds another layer to this dynamic. Its perceived value differs significantly by cohort. Older consumers are more likely to see AI as a tool for protection, for example detecting fraud and safeguarding their money. Younger consumers, meanwhile, are more open to AI playing a proactive role, whether that’s analysing spending, recommending savings strategies or even informing lending decisions.

Trust is contextual and should be understood in terms of who the customer is, what they need at that moment, and how their expectations are being shaped by the world around them.

From insight to action

Understanding that complexity is one thing. Responding to it is another.

Most financial services organisations are already sitting on vast amounts of data, tracking behaviours, sentiment and shifting expectations in near real time. But too often, insight remains observational – something that informs strategy decks rather than shaping lived customer experiences.

In an environment where trust is continuously tested, passive understanding has limited value. The real differentiator is how quickly and confidently organisations can translate that understanding into decisions customers experience directly.

That requires a shift in mindset. Not from data to insight, but from insight to execution. It means shortening the distance between what customers say, what organisations learn, and what ultimately changes as a result.

Today, trust isn’t built through broad brand narratives or periodic improvements. It takes shape in the moments that customers notice most: when something goes wrong, when a decision needs explaining, when speed and simplicity matter.

Ultimately, trust in financial services is now earned – and lost – in everyday customer interactions, making an organisation’s ability to act quickly on insight just as critical as the insight itself.

Learn more at attest.com

  • Cybersecurity in FinTech

Author

Cian Fernando

Published

5 August 2026

Estimated Read time

5Mins

Cian Fernando, CEO of Aqua Global, explains why as increased sanctions expand, the ability to evidence compliance at the transaction level will soon become a baseline expectation for banks

From 2028, the top 40 EU banks will face direct scrutiny under the Anti-Money Laundering Authority (AMLA). This development has been a long time coming. Cross-border flows are accelerating, and financial crime is evolving just as fast. The European Banking Authority found in 2025 that 70% of competent authorities report high or rising money-laundering and terrorist-financing risk in the financial sector.

While the AMLA’s direct supervision will only initially cover 40 banks, the move sends an industry-wide signal. The bar is rising on how banks are judged, how controls are evidenced, and how financial crime frameworks stand up under pressure. These expectations won’t just stop at the largest institutions, but will increasingly shape expectations across the wider market.

For banks relying on translation tools to bridge the gap between legacy infrastructure and new messaging standards, the clock is ticking. Many legacy systems weren’t designed to store structured AML data or provide end-to-end traceability. When regulators come knocking, fragmented records leave banks exposed to fines, remediation, and reputational damage. Those who wait risk reacting under pressure rather than staying ahead of the curve.

From Screening to Structured Evidence

The AMLA was established in 2024 to strengthen and harmonise anti-money laundering and counter-terrorist financing (AML/CFT) supervision across the EU. For years, oversight has been national, creating inconsistencies in assessment and enforcement. AMLA’s mandate is to create greater consistency, convergence and accountability, reducing gaps that financial crime can exploit.

To support this, European authorities developed a first package of Regulatory Technical Standards (RTS). The RTS specifies standardised data points and criteria that national supervisors will use to assess money-laundering and terrorist financing risk. This involves a three-step process: assess inherent risk, evaluate AML/CFT controls, and determine a residual risk score.

The decision to directly supervise 40 of the EU’s highest-risk cross-border banks from 2028 marks the next phase. It signals that this harmonised methodology will not remain theoretical, but will be brought into direct EU-level application. The direction of travel is clear. Scrutiny is becoming more centralised, more consistent and more exacting, with less room for interpretation or inconsistency.

Supervisors will now assess not only the presence of controls but also how effectively those controls are applied and how risk assessments translate into action. Banks must be able to show precisely how decisions were made, who approved them, and what follow-up steps were taken. Without a complete, end-to-end record, it is impossible to demonstrate that controls are effective or that residual risks are properly managed in a defensible way.

Meeting AMLA’s expectations will be challenging for many banks. Translation tools – used to convert payment message formats to meet evolving requirements – were never designed to capture structured AML verification data or link compliance decisions to individual transactions. They can reformat messages, but they do not embed verification records into the core systems. As a result, critical AML information ends up sat across multiple platforms. Some data remains in the originating platform, some in separate AML systems, whilst workflow decisions may be recorded elsewhere entirely.

The result is fragmentation. Data is split across systems, teams, and workflows. Critical AML information is scattered, making it difficult – if not impossible – to create a single, coherent view of a payment and its associated AML checks. Under AMLA’s new standards, this kind of disconnected record-keeping will be a major liability.

Recent enforcement action shows how quickly these weaknesses can translate into real consequences. In July 2025, the Financial Conduct Authority fined Barclays £42 million for weaknesses in financial crime controls, citing failures in customer due diligence and ongoing monitoring. The AMLA can impose similarly strong penalties – up to €10 million or 10% of a company’s annual turnover. Banks that delay upgrading their AML frameworks not only risk steep fines, but lasting damage to client trust should they fall victim to control failures they cannot clearly explain.

Modernising Payments to Meet AML Demands

As regulatory expectations tighten, banks face a choice. They can continue layering temporary fixes onto legacy infrastructure, or rethink how compliance is built into payments altogether. Stop-gap solutions may appear cost-effective in the short-term, but they often add complexity, increase operational risk and make evidencing compliance harder over time.

A more sustainable path is to embed compliance directly into the transaction lifecycle. That means ensuring AML evidence – screening results, verification references and workflow decisions – sits within the payment record itself, creating a clear and defensible audit trail. Payments platforms that integrate seamlessly with AML and sanctions providers can capture responses in real time, reducing delays and manual intervention. They also standardise data across message formats, allowing banks to build transparency into everyday operations. Banks that take this approach will be better placed to meet rising supervisory expectations; those that delay may find short-term workarounds turning into long-term constraints.

The AMLA Wake-Up Call

AMLA’s supervision of 40 institutions is a starting gun for banks. As increased sanctions expand, the ability to evidence compliance at the transaction level will soon become a baseline expectation. Banks need to move now to get their ducks in a row and ensure their systems are fit for purpose. Those that embed verification, real-time monitoring, and structured workflows into their core processes will navigate scrutiny with confidence. Those that delay risk chaos – scrambling to trace transactions, facing fines, and suffering reputational damage when the rules inevitably tighten across the board.

Learn more at aquaglobal.co.uk

  • Cybersecurity in FinTech
  • Digital Payments

Author

Dan Brightmore

Published

4 August 2026

Estimated Read time

4Mins

Graeme Donnelly, Founder & CEO of 1st Formations, on how small businesses can master cash flow and target growth

As British small businesses navigate a landscape of rising digital subscriptions and fluctuating utility costs, many are overlooking thousands of pounds in potential savings. While large corporations chase complex R&D credits, many limited companies are often leaving money on the table through sheer habit. 

In partnership with leading company formation agent, 1st Formations, we have identified 10 of the most effective, yet frequently ignored, financial hacks specifically tailored for UK SMEs. 

As Graeme Donnelly, founder and CEO of 1st Formations, puts it: “In 2026, operational efficiency is the new profitability. Many directors are so focused on top-line growth that they ignore the ‘silent drain’ of legacy bank fees, incorrect VAT categories, and dormant software subscriptions. Saving £200 a month through smarter digital choices is the equivalent of adding thousands to your annual turnover without the cost of acquisition. It’s about being as lean as you are ambitious.” 

1. The power of the ‘sector group’ 

Many directors believe the Federation of Small Businesses (FSB) or local Chambers of Commerce are only for established firms. In reality, the membership fee is often offset by the discounts they provide on business insurance, legal HR support, and software packages like Xero or Microsoft. 

2. The voluntary VAT advantage 

If your turnover is under the £90,000 threshold, you aren’t required to register for VAT, but doing so voluntarily allows you to reclaim VAT on everything from stock and web hosting to digital ads. While it does introduce an extra layer of administration, the ability to reclaim input VAT often far outweighs the effort involved. It also levels the playing field when pitching to larger corporate clients. 

3. Stress-test your small businesses VAT flat rate 

The VAT Flat Rate Scheme can significantly reduce your administrative burden, but many businesses are stuck in the wrong sector category. Reviewing your percentage, for instance 14.5% for IT consultancy vs. 7.5% for certain retail, could instantly boost your margins. 

4. Hunt for ‘hyper-local’ micro-grants 

While national grants get the headlines, local Growth Hubs and Local Enterprise Partnerships (LEPs) often have pots of £500–£5,000 earmarked for digital upgrades or energy efficiency. These are often poorly advertised but easier to secure than larger funds. 

5. Kill the manual spreadsheet 

Directors often miss out on tax deductions by forgetting small receipts. Using real-time scanning apps like Dext (for receipts), Pleo (for spending rules), or Expensify (for reimbursements) ensures every deductible expense is captured. Connecting these directly to your bank feed via QuickBooks or Xero turns a year-end headache into a streamlined process and makes bookkeeping easier. 

6. Look beyond the “big four” banks for funding 

Traditional loans are increasingly difficult for micro-companies to secure. Modern alternatives like Tide’s Funding Options, Uncapped (for revenue-based growth), or invoice finance platforms like Kriya offer the flexibility SMEs actually need without the long-term fixed commitments many traditional loans carry. 

7. Ditch the merchant account legacy 

If you’re still paying monthly rental fees for a card machine, you’re overpaying. Switching to fintech providers, such as Square, Zettle, or SumUp, eliminates fixed monthly costs and integrates sales data directly with your bookkeeping. 

8. Master the ‘work from home’ deduction 

If you run your limited company from home, you can charge relevant costs back to the business. These are essential business costs, such as a portion of your broadband bills, mobile phone contracts, and mileage or petrol costs. 

Whether using the flat-rate method (£6/week) or a formal rental agreement to claim a portion of mortgage interest and utilities, ensure you are documenting this correctly to stay HMRC-compliant. 

9. The quarterly subscription audit 

The ‘SaaS drain’ is real. Using tools like Cledara to flag duplicate project management tools or unused licences can shave hundreds off your monthly outgoings. To ensure this doesn’t slip through the cracks, set a recurring calendar reminder to audit your tools every quarter. Always negotiate at renewal; most providers have “retention rates” they don’t advertise.  

10. Stop paying for basic banking 

Many small firms are still paying monthly fees for basic banking, something digital-first providers have all but eliminated. Digital-first banks, such as Starling or Monzo Business, offer fee-free banking with superior app integration, saving both money and administrative hours. 

Learn more at 1stformations.co.uk

  • Digital Payments
  • Digital Strategy
  • Fintech & Insurtech
  • Neobanking

Author

Robbie Tilleard

Published

3 August 2026

Estimated Read time

4Mins

Robbie Tilleard, GM EMEA at Lorikeet, on why you don’t need a year, a team of twenty engineers, or a bespoke model trained on your data to deploy an AI in CX

Revolut launched its AI financial assistant in April this year. Starling launched one three weeks before that. An in-app AI financial assistant has become table stakes for FinTechs overnight.

The good news is you don’t need a year to get there. All you need is a plan and the right data.

Eight Years or Eight Days                                                                  

Revolut’s AI assistant took a year from announcement to launch, and Starling describes their assistant as the culmination of eight years of work. Both were building the infrastructure before it existed off-the-shelf. 

FinTechs we work with deploy an AI assistant in weeks, not months. They don’t build from scratch. They buy infrastructure that’s already solved the hard parts… Knowing when to escalate, handling ambiguity without hallucinating, navigating the tone of a conversation where someone has had their card blocked and is not in the mood for corporate language.

Sound familiar? It should. Every technology shift in financial services has looked like this for a period. Early movers build bespoke, the rest wait for the case studies, and then someone works out you don’t need to build when you can buy much faster. Then it simply comes down to having the right data in place, connecting your systems, and putting in place a clear implementation plan. Financial services knows the playbook. The difference is that the loop has simply gotten a lot faster with AI.

Why Not Wait Longer Then?

Customer expectations have moved, shaped by AI interactions people have outside financial services (support queries answered in seconds, refunds processed mid-conversation), and the gap between ChatGPT responses and waiting for a queued ticket to a human agent is becoming visible in churn data. The FinTechs that move first will set the bar for what customers expect from anyone in the same category.

There is also a regulatory dimension. In the UK, the FCA moved Consumer Duty into more active supervision this year. The review published in March 2025 found that vulnerable customers continue to receive worse outcomes than other customers, particularly where firms have primarily digital customer journeys, and that most firms have underestimated the depth of outcomes monitoring required.      

The reaction to AI in many compliance teams looks a lot like the reaction to autonomous vehicles. Every time a Waymo crashes, the genuine safety improvements (fewer accidents overall, faster hazard detection, no fatigue) get less coverage than the single incident. 

Yet AI is going to help Consumer Duty over time, not hinder it. Autonomy with the right guardrails produces more consistent outcomes than human handling at scale. An AI system can understand a customer’s problem immediately, resolve it on the spot where it can, and route to the right internal team where it can’t, without queue times, without agent fatigue, without twenty different people interpreting the same policy differently. This ensures the core customer care team remains focused and can prioritise the cases with the most need. And this isn’t a far off future for consumers. The infrastructure to build it already exists off the shelf.   

The European Dimension

There are additional points to consider if you operate in Europe. The EU AI Act’s full compliance requirements for high-risk AI sees financial services explicitly on the list. 

Being compliant means documented risk management, transparency mechanisms, human oversight baked into the architecture and a traceable record for every decision that the system makes. The cost of getting this wrong is high: up to €35 million or 7% of global revenue for the most serious breaches.

Most organisations aren’t close to achieving requirements. More than likely they’ve rolled out AI as an experiment (that’s good!) but without a plan to get it scaled in production (not so good). Systems built purely to retrieve and respond weren’t designed with auditability or explainability in mind and it isn’t something you can bolt on later. 

If you operate in Europe and have not mapped your current customer experience AI stack against these requirements, the time is now.

What You Actually Need                                                                                                

You don’t need a year, a team of twenty engineers, or a bespoke model trained on your data. You need focused use cases, infrastructure that handles the compliance layer, and a team willing to run a tight pilot with clear success criteria and a plan to scale.

You can move now. The companies that don’t are still lacing up.

Learn more at lorikeetcx.ai

  • Artificial Intelligence in FinTech
  • Cybersecurity in FinTech
  • Data & AI
  • Digital Strategy

Author

Diederik Wirtz

Published

31 July 2026

Estimated Read time

4Mins

Diederik Wirtz, Director of Business Development at Aryza, explains why your RCSA data contains far more intelligence than any quarterly heatmap conveys

Every organisation running a Risk and Control Self-Assessment programme is sitting on a goldmine of intelligence. Most treat it like a compliance filing cabinet. Updated periodically, reviewed by committee, archived until the next cycle. Heatmaps get produced, RAG statuses get refreshed, and everyone moves on.

Meanwhile, the COO is trying to understand operational fragility, the CFO is modelling downside scenarios, and the CEO is preparing for a board challenge on risk appetite. All receive dashboards that tell them what happened, but almost nothing about what is likely to happen next.

This is the gap between compliance-grade GRC and enterprise-grade GRC. The difference is whether your risk and control data produces outputs executives can use to make decisions or simply confirms that an assessment process took place. The signals are already in your RCSA data, the question is whether your tools are designed to extract them.

The Problem with Snapshots

Traditional RCSA programmes produce point-in-time snapshots. A risk is assessed, a control evaluated, a residual score assigned. But snapshots tell you almost nothing about trajectory, volatility, or the compounding effects of interconnected control weaknesses.

Consider a risk assessed as “medium” with controls rated “effective” for four consecutive cycles while three of its five mitigating controls have seen their effectiveness scores decline marginally each time. No single assessment raises an alarm. But the trend line tells a different story: gradual erosion that will eventually result in a control environment that can no longer hold.

This is the slow drift, the first and most fundamental signal organisations miss. It doesn’t show up on a heatmap. But it is visible the moment you analyse RCSA data longitudinally. The executive insight is simple: “This process area has looked stable for two years, but the controls underpinning it are weakening at a rate that will become material within 12 months.” That is enterprise-grade intelligence. A static heatmap is not.

Correlation Patterns Hiding in Plain Sight

Most RCSA frameworks assess risks individually within assigned business areas. A control weakness in procurement is evaluated separately from a similar weakness in vendor management. Each looks manageable in isolation.

But when you map data across domains, clusters emerge. Control effectiveness scores for anything related to manual data handling might have declined across four different business units simultaneously, a pattern revealing a systemic issue invisible to siloed programmes. These cross-domain correlations are precisely what a COO needs when deciding where to invest in process improvement, or a CRO needs when presenting enterprise-wide exposure to the board.

The Overconfidence Indicator

When a business unit consistently rates it controls as highly effective while simultaneously reporting rising operational incidents or audit findings in the same risk category, that disconnect is one of the clearest indicators of assessment bias and it is remarkably common.

The data to identify this gap already exists. RCSA scores sit in the GRC platform. Incident data sits in the loss event database. Audit findings sit in the internal audit tracker. The challenge has always been bringing these datasets together. When you do, the mismatches become immediately apparent and points directly to the areas of your control environment most likely to fail under stress. For an executive, this is not a technical finding. It is a credibility issue.

RCSA: From Assessment to Simulation

The real step change comes when you move from descriptive analysis to predictive modelling. Monte Carlo simulation transforms RCSA utility by running thousands of scenarios against your actual assessment data, applying random variation within defined probability distributions to produce a range of probable outcomes rather than a single point estimate.

The practical applications are directly executive-relevant. In merger and integration planning, simulation allows executives to see the impact of colliding control environments before they materialise. For capital allocation, it reveals which control improvements deliver the greatest reduction in probable exposure, enabling resource decisions based on quantified impact rather than qualitative judgment. For regulatory stress testing, it provides evidence that controls have been tested against plausible scenarios, grounded in operational data.

Signals Most Organisations Miss

Several patterns consistently emerge when RCSA data is examined with greater rigour:

  • Concentration risk in control ownership — a small number of individuals responsible for a disproportionate share of highest-rated controls, creating single points of failure invisible to traditional reporting.
  • Assessment fatigue — scoring clustering around previous assessments as cycles progress, indicating the programme may be generating the appearance of oversight rather than reliable information.
  • Phantom controls — controls receiving regular effectiveness ratings that have never been independently tested or are linked to processes that have fundamentally changed since the control was designed.
  • Velocity mismatches — risk categories (cyber, regulatory change) evolving faster than the assessment cycle, monitoring them, signalling where continuous monitoring should replace periodic review.

Your RCSA data contains far more intelligence than any quarterly heatmap conveys. Monte Carlo simulation, longitudinal trend analysis, and cross-domain correlation mapping turn RCSA from a compliance exercise into genuine executive decision-support. The signals are already in your data. Analysis is what locates them.

Learn more at aryza.com

  • Cybersecurity
  • Cybersecurity in FinTech

Author

Luke Trayfoot

Published

30 July 2026

Estimated Read time

5Mins

Luke Trayfoot, Global Head of Strategic Partnerships at YouLend, on how embedded finance can help create a more resilient and inclusive lending ecosystem for SMEs

Bank‑to‑business lending growth is expected to halve to just 3.5% this year, driven by global tensions, higher funding costs and ongoing economic uncertainty. For many small and medium‑sized enterprises (SMEs), this means tighter credit conditions and a growing risk of a funding gap. And at a time when fast, flexible capital is essential.

Traditional lenders will remain central to SME finance, but slower lending growth naturally limits how quickly banks can meet demand. SMEs often need capital at short notice to manage cash flow, invest in stock or respond to new opportunities. When bank lending slows, the pressure on these businesses increases. This is where alternative lenders and embedded finance providers are stepping in, offering models that work alongside the traditional system to ensure SMEs still have access to funding when they need it most.

A New Reality for SME Embedded Finance?

The slowdown in bank lending does not mean traditional finance is stepping back from the SME sector. UK Finance data shows that while gross SME lending rose for the second consecutive year in 2025, approval volumes have begun to flatten. Meanwhile, average loan sizes are trending downward, which signals that traditional lending capacity is tightening. What this really highlights is the need for a more diversified and resilient lending ecosystem. Alternative lenders, from online credit platforms to embedded finance providers, are becoming an important part of that shift by offering additional, data‑driven routes to capital.

These lenders are not here to replace banks. They are absorbing the demand that banks cannot meet quickly enough. Especially for SMEs that need fast decisions or more flexible repayment options. By using real‑time business performance data, alternative lenders can assess risk in a more dynamic way and offer funding that reflects how SMEs actually trade, rather than relying solely on historical, static credit files.

This becomes particularly valuable during periods of economic uncertainty. When traditional credit conditions tighten, SMEs with strong underlying performance can still access the capital they need, which helps prevent stalled growth or operational disruption.

Platforms as Distribution Hubs

E‑commerce marketplaces, payment providers and business software platforms are quickly becoming some of the most important channels for SME finance. A trend reflected in the scale of the market, with global embedded finance transactions projected to exceed $7 trillion by the end of 2026. These platforms sit at the centre of day‑to‑day business activity, which gives them a clear view of trading patterns, cash flow and overall performance. Because of that, they are in a strong position to offer funding at the exact moment a business needs it, whether that is during checkout, inside a dashboard or alongside a payment settlement.

For SMEs, this creates a much smoother path to capital. They can access funding without the paperwork or delays that often come with traditional loan applications. For platforms, it deepens customer relationships and opens the door to new value‑added services that support long‑term loyalty.

The Infrastructure Powering Embedded SME Finance

Behind the scenes, specialised FinTech providers supply the underwriting, risk modelling and compliance infrastructure that allows capital to move responsibly through non-financial channels. This infrastructure layer is what enables these business platforms to offer financing without becoming lenders themselves, while ensuring SMEs receive funding that is both fast and sustainable. It’s also creating a more standardised, interoperable foundation for SME credit delivery across the digital economy.

Government data shows that late payments continue to impact the UK economy to the tune of £11 billion annually, which creates a significant cash‑flow friction. By combining platform‑level insights with advanced risk analytics, embedded finance providers can tailor funding to real‑time business performance. This reduces default risk, improves capital efficiency and strengthens the resilience of the wider SME lending ecosystem, ultimately leading to better outcomes for both SMEs and the capital providers supporting them.

Smarter Underwriting is Becoming the Backbone of SME Finance

Real‑time performance data and AI‑enabled underwriting are reshaping SME finance by making funding decisions more accurate, more inclusive and more responsive to how businesses actually operate. Instead of relying solely on traditional credit scores, lenders can assess SMEs based on real trading activity such as sales patterns, seasonality and customer behaviour. This moves underwriting closer to the operational reality of a business, rather than a backwards-looking snapshot.

This approach opens the door for more businesses to access capital, including those that may be underserved by conventional credit models. It also helps ensure funding decisions remain stable even when market conditions are volatile, supporting business continuity and long‑term resilience. As these models continue to mature, they are becoming a core part of how lenders manage risk, price capital and build a more adaptive SME finance ecosystem.

Where SME Finance Goes from Here

As traditional lending growth slows, there is a real opportunity to build stronger partnerships between banks, FinTechs and digital platforms so SMEs can continue to access the capital they need. Embedded finance is becoming a mainstream, complementary channel that broadens access, speeds up decision‑making and supports day‑to‑day business growth.

The priority now is scaling these models responsibly. That means keeping transparency front and centre, maintaining strong risk frameworks and ensuring long‑term stability as more capital flows through embedded channels. If the industry can combine the strengths of traditional finance with the agility of modern FinTech infrastructure, we can create a more resilient and inclusive lending ecosystem for the SMEs that drive economic growth.

Learn more at youlend.com

  • Embedded Finance
  • Fintech & Insurtech

Author

Koert Grasveld

Published

Estimated Read time

6Mins

Koert Grasveld, Senior Director – Payments at TerraPay, on why the experience of moving money in the travel industry will continue to converge with the experience of booking travel itself

When a traveller in Barcelona makes arrangements for their next trip to Bali, the experience feels immediate. A few clicks, a confirmation, and the journey is set. But behind that seamless user interface lies a financial chain of considerable complexity: airlines, online travel agencies, hotel wholesalers, local operators, and payment providers spanning multiple currencies, time zones, and regulatory environments that rarely align neatly with one another.

The scale of what flows through this system is considerable. UN Tourism estimates that between 1.52 billion arrivals, international tourism generated USD 1.9 trillion in receipts globally in 2025. Each of those journeys generates its own trail of payment obligations: commissions settled across continents, supplier disbursements sent into markets where banking infrastructure varies enormously, refunds processed across multiple currencies and time zones.

For decades, the infrastructure handling all of this evolved slowly. Payments moved through chains of correspondent banks, accumulating fees and delays at each step. Not only does this result in uncertain settlement times, but payees have to deal with opaque FX markups and the headache of manual reconciliation. The system functioned, but its inefficiencies were absorbed rather than resolved because they were built into margins and managed through workarounds that became institutional habits.

Today, that model looks completely different.

The Infrastructure Behind the Booking

Global travel is, by its nature, a uniquely cross-border industry. For example, in the course of operating an international flight, an airline may be required to settle fees with airport authorities in different jurisdictions, while the process of an OTA reconciling commissions with hotel partners could involve layers of intermediary wholesalers. Even the process behind a tour operator disbursing payments to local guides and experience hosts could take place in multiple markets where banking infrastructure varies enormously

In all these examples, businesses are forced to navigate the same underlying complexity, just from different points in the chain. As travel volumes rebounded following the pandemic and consumers increasingly moved to booking trips, accommodation, and experiences online, payment volumes grew sharply with them, and the limitations of legacy infrastructure became harder to absorb.

The core friction is structural. Traditional correspondent banking was designed for large, infrequent interbank transfers, not for the high-volume, lower-value disbursements that characterise modern travel payments. Each intermediary in the chain adds time, cost and increases uncertainty about final settlement amounts, leaving travel finance teams managing a system that was never built for the demands now placed on it.

The gap between ambition and reality is reflected in the G20’s cross-border payments roadmap, launched in 2020 with the goal of making international payments faster, cheaper, more transparent, and more inclusive. That those goals still feel ambitious reveals the scale of the infrastructure challenge. Data from the BIS and Financial Stability Board show that only 35% of global cross-border retail payments currently settle within one hour, against a target of 75%.

Faster Payments

Yet progress is visible where it matters most: central banks across Southeast Asia have been actively interlinking domestic fast payment systems – with the BIS-led Project Nexus. For example, bringing together the central banks of India, Malaysia, the Philippines, Singapore, and Thailand to connect their domestic instant payment systems through a single standardised platform

What is changing, then, is not simply the speed of individual transactions (though that’s still important). The more significant evolution is the emergence of payment networks that connect directly to local infrastructure – domestic rails, mobile wallet platforms, real-time payment schemes – rather than routing everything through the correspondent banking chain.

When funds move through fewer intermediaries and settle directly into local systems, outcomes improve across several dimensions simultaneously: settlement becomes more predictable, cost structures become clearer, and payment data can travel with the transaction rather than being lost along the way. For travel companies with supplier networks across dozens of markets, that combination has direct consequences for the commercial relationships at the heart of the business. Suppliers who receive payments reliably and with clear remittance information tend to be more flexible partners, and that trust has real commercial value in an industry where supplier relationships frequently determine product availability and preferential terms.

Beyond the Bank Account

Perhaps the least visible dimension of this evolution, from a corporate finance perspective, is the growing importance of mobile wallets as a payout endpoint. In many of the emerging markets that represent the travel industry’s most significant growth corridors – across Southeast Asia, sub-Saharan Africa, and parts of Latin America — mobile money infrastructure has developed ahead of, or independently from, the traditional banking system.

McKinsey has characterised Southeast Asia as a “wallet-first” region, where more than six in ten people remain unbanked yet smartphone penetration is high and wallet adoption is accelerating across urban and rural markets alike.

For travel companies expanding into these corridors, the ability to disburse to wallet endpoints determines whether payment can reach local partners in a form that is immediately usable. The World Bank estimates that remittance flows to low- and middle-income countries reached USD 685 billion in 2024 — surpassing both foreign direct investment and official development assistance combined, and illustrating how consequential payment access is for communities whose incomes depend on cross-border flows. The same logic applies, at a different scale, to the independent operators and service providers who form the supply base for much of global tourism.

The Collaborative Architecture of What Comes Next for Payments

The transformation underway in cross-border travel payments is not the work of any single institution or technology. Instead, it reflects a convergence of regulatory intent, infrastructure investment, and commercial innovation that is gradually reshaping how money moves across borders. And the direction, even where the pace remains uneven, is clear. Payment networks, banks, and fintech providers building the next layer of cross-border infrastructure are doing so with interoperability and reach as design goals, creating conditions in which the geographic and institutional barriers that have historically constrained travel payments are eroded rather than simply worked around.

For travel companies, this evolving infrastructure represents an opportunity to reconsider payment operations not as a cost centre to be minimised, but as a capability that can differentiate supplier relationships, support expansion into new markets, and provide a clearer picture of financial performance across a complex global business.

In the years ahead, as real-time payment adoption expands across emerging markets, as mobile wallet networks deepen their reach, and as data standards improve the quality of information travelling alongside transactions, the experience of moving money in the travel industry will continue to converge with the experience of booking travel itself: faster, more transparent, and far more connected to the destinations it ultimately serves.

Learn more at terrapay.com

  • Digital Payments
  • Neobanking

Author

Dan Brightmore

Published

29 July 2026

Estimated Read time

7Mins

Lukas Helminger, CEO and co-founder of TACEO, on why regulators should define how cryptographic proofs satisfy oversight requirements, while financial institutions and FinTechs should begin piloting these models in real-world payroll and payment flows

In February 2026, stablecoin payments surpassed traditional ACH bank transfers for the first time. This marked a real turning point for finance’s shift to on-chain rails. A trend set to further accelerate with the growing number of AI agents with access to funds. Key financial services players are taking notice. Mastercard is betting big on blockchain via its $1.8 billion acquisition of stablecoin infrastructure startup, BVNK.

What began primarily as a digital currency is now evolving into the rails of a new financial infrastructure. One capable of supporting payroll, supplier settlements and financial contracts. This is a shift long-awaited by blockchain advocates and institutional onlookers. As stablecoins move closer to mainstream financial operations, they expose a fundamental limitation: when financial activity occurs on-chain, all data is visible by default.

Much of the technical foundation needed to embed stablecoins into payroll systems exists already. These include custody, wallet infrastructure and integrations into payment workflows. Using stablecoins for payroll could shrink settlement times. Give employees faster access to earnings. Lower transaction and foreign exchange fees. Facilitate frictionless cross-border payments and enable transactions to be processed continuously rather than only during banking hours. These advantages are compelling, yet for many the lack of privacy is impossible to ignore.

The Privacy Problem

On public blockchains, every transaction reveals potentially sensitive details, including wallet addresses, transferred amounts and token types. Banks cannot send client flows where counterparties and external observers can view and analyse every activity. If salaries are paid directly on-chain, these details become visible. Not only to other employees, but also to rival organisations and automated trading systems. For staff and employers alike, this level of exposure is unacceptable. Salary bands, bonus cycles, team structures and supplier relationships all become observable.

This creates a dilemma for financial institutions. One option is to transact on public blockchains and accept the exposure of confidential information. The alternative route is to build private or permissioned networks that restrict visibility. These sacrifice interoperability with the broader ecosystem of wallets and exchanges.

Neither way works for financial institutions, payroll, B2B transactions or contractual payments, where confidentiality, regulatory compliance and auditability must coexist. The risks of getting this wrong are significant. A single privacy lapse can trigger regulatory enforcement, lawsuits and reputational damage. Even without an explicit breach, visible transaction flows can reveal internal cost structures and commercial strategies. In competitive markets, this information can disrupt supplier relationships and damage trust.

The core challenge is therefore not whether transactions should be verifiable, but how they can be provable and compliant without exposing the underlying data.

The Limitations of Closed Networks

A common response from many banks and industry consortia has been to experiment with private or enterprise blockchain networks. These systems promised greater confidentiality, but they often weakened properties such as interoperability, neutral settlement and multi-party assurance – the very features that made blockchains attractive to these institutions in the first place.

In practice, heavy permissioning led to closed ecosystems with limited external connectivity and governance structures that were challenging to maintain. In many cases, these networks became little more than siloed databases with cryptographic branding. They struggled to connect with external networks, lacked meaningful decentralisation and failed to attract independent participants.

Financial services firms frequently struggle to create their own blockchains. Difficulties often stem from attempts to build private networks that mirror existing infrastructure, rather than embracing open systems. A 2023 study of enterprise blockchain projects found that many failed due to misaligned business requirements, weak governance models, or technical mismatches.

The deeper structural problem is that financial institutions want the scale and openness of shared infrastructure but cannot risk exposing customer data, business logic, counterparties or internal controls. They want to use shared digital rails, but still find themselves centralising sensitive parts of the workflow, such as identity checks, routing logic and fraud controls, within a single internal system or provider. This concentrates risk, increases operational burden and complicates compliance.

A Third Path

The choice between shared infrastructure and private networks is a false binary. Cryptography can be used to build private execution layers that keep sensitive fields encrypted while still allowing the network to validate transactions that follow the rules – solving the privacy and verifiability trade-off. Innovations such as the Private Shared State (PSS) enable multiple parties to collaborate on shared data while keeping sensitive details hidden, even on public blockchains.

This approach relies on the combination of two well-established cryptographic techniques: zero-knowledge proofs (ZKPs) and multi-party computation (MPC). ZKPs allow a party to prove a claim, for example that a transaction complies with specific rules, without revealing the underlying data. MPC enables several participants to jointly compute over encrypted inputs so that no single participant ever has full visibility of the entire data set.

In a payroll context, each salary amount can remain encrypted on-chain. That way employers and payment processors can still prove that total payroll balances add up, taxes and deductions are applied correctly, and funds are distributed only to authorised wallets. Furthermore, regulators and auditors can independently verify transaction validity using cryptographic proofs, without accessing raw salary figures or employee details.

This model is not purely theoretical. Cryptographic infrastructure built on these principles has already been deployed at scale in identity applications. World ID, which supports proof of human verification for nearly 18 million people across 160 countries, relies on this approach to validate identity without exposing personal data. The same foundations can be used directly in financial infrastructure.

Beyond Blockchain

The implications for this technology extend far beyond stablecoin transfers. Banks and fintechs increasingly need to collaborate on risk and compliance without sharing raw customer data. Here, encrypted, verifiable computations can support credit scoring, portfolio risk analysis and anti-money laundering checks – all while preserving privacy.

MPC-based Know Your Customer (KYC) processes further illustrate the value of selective disclosure. Instead of repeatedly submitting full identity documents, users can prove specific attributes, such as age, residency or accreditation status, while keeping the underlying data encrypted. This significantly reduces breach risk, improves user experience and lowers compliance costs associated with data storage and duplication.

Built-in Privacy

Crucially, this approach does not require abandoning public blockchains and other shared infrastructure, as privacy is woven into the application layer. Token transfers can include encrypted fields for amounts, senders, recipients and metadata. Meanwhile, smart contracts can verify zero-knowledge proofs to enforce compliance rules such as sanctions screening, transaction limits and provenance checks.

MPC systems allow for narrowly scoped access for auditors and regulators only when legally required. So, for end users, the experience remains unchanged: wallets sign transactions as usual, gas costs remain predictable, and most computation occurs off-chain with proofs efficiently batched. This enables institutions to retain confidentiality without forfeiting the benefits of public networks, while regulators gain provable oversight without exposing sensitive financial data.

When executed properly, this model preserves the core strengths of stablecoins, including rapid settlement, global reach and programmability. They go further though, adding privacy and verifiable compliance through cryptographic assurance rather than full transparency.

The Future of the Private Shared State

Zero-knowledge proofs and multi-party computation have matured from academic research into ready-to-use systems. At the same time, regulators are increasingly open to cryptographic evidence as part of compliance and audit frameworks. As digital asset infrastructure scales, verifiable privacy is no longer optional; it is essential.

For decades, we have faced a binary choice: make sensitive data private inside one organisation, or make it fully visible in shared systems. Private execution layers are now making the trade-offs from that choice obsolete. Computation can run across independent operators while the data itself stays encrypted, which changes how the next generation of digital financial infrastructure can be built.

Issuers, custodians and infrastructure providers should adopt privacy layers that support Private Shared State patterns. Regulators should define how cryptographic proofs satisfy oversight requirements, while financial institutions and FinTechs should begin piloting these models in real-world payroll and payment flows. Successfully implementing these systems will propel stablecoins into institutional-grade payment rails, defining the next era of digital money: interoperable, compliant and privacy-preserving at scale.

Learn more at taceo.io

  • Blockchain & Crypto
  • Digital Payments

Author

Errol Rodericks

Published

Estimated Read time

5Mins

Errol Rodericks, Director of product marketing EMEA and LATAM at Denodo, on why the future of insurance will be defined by whether humans and AI agents have the right data, in the right form, to make the right decisions

AI adoption across the UK insurance sector continues to accelerate, yet the impact is falling short of the industry’s expectations. The narrative is now shifting beyond systems that analyse data and generate recommendations towards agentic AI. Capable of taking action, whether that means initiating claims processes, identifying potential fraud in real time, refining underwriting decisions or triggering next-best actions. Many see this as the next major leap forward for insurance, and they may be correct, but not for the reasons most people think.

While AI development certainly doesn’t lack pace, most of the insurance industry remains constrained by a more fundamental issue. AI cannot make trusted business decisions until it first understands the business. That understanding depends on trusted, relevant data being delivered in the right context and at the right time. Without it, insurers will struggle to give AI systems meaningful autonomy, however advanced the models become.

This is not because insurers lack data or technology. Over the past decade, the industry has invested heavily in data lakes, advanced analytics and AI tools, and integration and data engineering pipelines. Yet despite these investments, many organisations continue to struggle to move AI beyond proof-of-concept projects and into day-to-day operations.

Meeting the Challenge

The challenge is not data availability. It is ensuring data is trusted, relevant and readily accessible when decisions need to be made.

Few industries experience this challenge quite like the insurance industry. Decision-making depends on information drawn from multiple policy, claims and customer systems, alongside external data sources such as telematics, weather and credit data. When that information is fragmented or delayed, even the most advanced AI systems are left working with an incomplete picture, making it difficult for AI to understand the wider business context behind every decision.

Agentic AI does not solve this problem. It exposes it.

Access Alone Is Not Enough

Many organisations respond by building a shared data foundation consisting of a unified layer where humans and AI agents can access the same information. While this is directionally right, it is incomplete. The challenge is not that organisations lack a shared data layer. They struggle to deliver the right version of data for each decision, at the moment it matters.

Insurance operates on multiple, decision-specific views of data, each with distinct requirements:

  • Claims decisions depend on real-time, enriched incident data.
  • Underwriting relies on forward-looking risk models and external signals.
  • Fraud detection requires cross-entity patterns and behavioural analysis.
  • Customer servicing depends on a simplified, current policyholder context.

These are not variations of the same dataset; they are purpose-built representations of data, shaped by different latency, governance, and semantic needs, which becomes even more critical with agentic AI. Different agents operate at different points in the decision lifecycle, and require different data, in different forms, at different times.

A shared data layer can improve access to information, but access alone does not guarantee better decisions. Context transforms data into business understanding, and business understanding is what enables trusted decisions.

Turning Data Into Action

This is where many AI strategies stall. Most architectures are designed to store, process, and analyse data, but not to activate it at the point of decision. There is a fundamental gap between data being available and data being usable within real-time workflows.

Agentic AI operates directly in this gap. Without access to live, governed, and contextually aligned data, agents operate with partial understanding, and their outputs become unreliable. This is why many AI initiatives remain stuck in experimentation.

To move forward, insurers need to rethink how data is delivered. Not as raw datasets or reports but as data products. A reusable, governed, and outcome-aligned data asset designed to support a specific decision or workflow is what’s needed. Instead of exposing raw data, insurers should deliver contextualised, decision-ready views, with embedded governance and policy controls, consistent business semantics, and real-time access to internal and external sources.

For example:

  • A claims data product unifying FNOL, policy data, repair estimates, and external signals.
  • A fraud data product combining claims history, network relationships, and behavioural indicators.
  • An underwriting data product integrating internal risk data with third-party enrichment.

These are not static datasets. They are decision-ready data assets, designed to deliver the right information, in the right context, for a specific business outcome.

Why Data Quality Matters Now More Than Ever

For agentic AI to deliver value, data must be live, governed at access, semantically consistent, and traceable. This is where a logical data layer becomes critical, not just as an integration approach, but as a way to connect distributed data in real time, apply governance dynamically, and deliver consistent, business-ready views across systems. This enables both humans and AI agents to act with confidence, without introducing further fragmentation.

The insurers that lead in 2026 will not be those with the most advanced models. They will be the ones that connect AI directly to business outcomes. That means starting with the outcome, such as reducing claims cycle time, improving fraud detection, increasing underwriting precision, or enhancing customer experience, and working backwards to define the decisions, data and systems required to support them.

This is how AI moves from experimentation to operational impact.

Where AI Initiatives Succeed or Fail

The next phase of AI in insurance will not be defined by advances in model performance. It will be determined by how well AI understands the business it is supporting. That requires trusted, relevant data, but it also needs the business context that allows AI to interpret that data correctly and make decisions insurers can trust.  

Agentic AI accelerates this realisation. It makes clear that data must be trusted, contextual, available at the moment of decision, and aligned to outcomes. The goal is not simply to give AI more information. It is to help AI understand how the business works well enough to make confident, consistent decisions. Those who solve this will scale AI successfully, and those who do not will continue to pilot without transformation.

The future of insurance will not be defined by whether humans and AI agents share the same data. It will be defined by whether they have the right data, in the right form, to make the right decisions. That requires a shift from shared data to decision-ready data, from access to activation, and from experimentation to measurable outcomes. The real inflection point for AI in insurance will come when organisations enable AI to understand the business well enough to make decisions that customers, employees, and regulators can trust.

Learn more at denodo.com

  • Artificial Intelligence in FinTech
  • Data & AI
  • InsurTech

Author

Dan Brightmore

Published

22 July 2026

Estimated Read time

4Mins

Russell Gammon, Chief Innovation Officer at Alphatax, on why tax needs to operate on a shared foundation where information can flow and be updated consistently

The modern CFO has more responsibilities than ever before, with a 2024 study finding that over 80% had taken on additional demands in the previous two years. As the report points out, “CFO is not a finance role. It is a strategic business role whose mandate is finance.”

With multiple priorities competing for time and attention, tax sits at the centre of many of the metrics CFOs are accountable for, from cash flow and risk exposure at the operational end of the scale to corporate reputation at the strategic level. Tax functions are under growing pressure to meet these expectations, with workloads increasing even as resources and budgets in many organisations remain flat or decline.

Under these conditions, tax teams are forced into a reactive, deadline-led operating model, and it’s understandable that work is completed in cycles rather than as part of an ongoing, connected process that continuously inputs into business decisions. The problem this creates, however, is that it perpetuates a clear disconnect between the undeniable importance of tax and the role it can and should play in day-to-day financial management.

A Taxing Set of Problems

It’s a situation that has evolved over a considerable period of time. For instance, most CFOs progress through finance-led career paths, with limited exposure to the depth and breadth of tax as a defined discipline.

In addition, tax is highly specialised and fragmented. It covers multiple complex, often interrelated requirements, each with its own processes and requiring access to specific subject matter experts. Even within tax teams, knowledge is distributed across individuals.

Tax also operates in a context where interpretation is often required, and clear-cut answers are not always immediately available. Bring these issues together, and it’s hardly surprising that many organisations view tax as a risk-sensitive function that must exist in its own bubble, rather than as one integrated into broader financial strategy or front and centre for the CFO.

The many and varied supporting technologies used across the tax function inevitably reflect this fragmentation. A large, expanding list of multiple-point solutions is used to address specific requirements rather than to provide a unified view of the tax function. This means tax data is almost inevitably spread across disparate systems and teams, and as any tax professional knows, the potential for inconsistencies and errors is ever-present.

Much of the work required to manage this complexity remains manual, and even where integration exists, insights are often buried within compliance outputs rather than being fed back into planning or decision-making.

Empowering the CFO

For CFOs, this situation almost inevitably draws them towards retrospective processes and analysis, when what they need is forward-looking insight. In practical terms, this reinforces a cycle of reactive intervention and increases the likelihood that opportunities to improve tax outcomes are missed.

This is increasingly at odds with the role CFOs are expected to fulfil, particularly given the emphasis on agile decision-making and the high levels of accountability that come with the job. How, for example, can a CFO be expected to make the best decisions about business expansion or investment when they do not have a clear, connected view of the organisation’s tax position?

Addressing these challenges should start with a commitment to break down the process, expertise and information silos that have historically defined the tax function; away from managing tax as a series of separate activities and towards a more integrated approach.

Tax needs to operate on a shared foundation where information can flow between different areas and be updated consistently. CFOs should be empowered with a coherent view of the organisation’s tax position and what is happening at any given point in time, without relying on the need for remedial work or retrospective reporting.

With better, integrated visibility at their disposal, the CFO can shift their focus towards strategic planning and opportunities, while the tax team can also address potential risks before they escalate.

Data Insights

A key part of this approach is making better use of the data generated through compliance processes, treating it not simply as an output but as a source of insight that can also be fed back into planning and forecasting.

Clearly, technology has an important role to play in facilitating this transformation, particularly in reducing the manual effort associated with routine tasks and improving the accessibility of data across the organisation. Don’t forget, the objective is not to remove human judgment from tax, but to ensure that specialists can focus their time on supporting the wider business.

In this context, the tax function takes on a different, more strategic role, with CFOs empowered to draw it into their decision-making processes rather than engaging with it only at the point of reporting, as so many still do today.

Learn more at alphatax.com

  • Artificial Intelligence in FinTech
  • Digital Payments

Author

Hugh Scantlebury

Published

Estimated Read time

5Mins

Hugh Scantlebury, CEO and Founder of Aqilla , on why the finance teams that benefit most from AI will likely be the ones that strike the right balance between automation and oversight

At first glance, finance and accounting appear to be ideal environments for AI integration. The work is structured, rules-driven and built on numerical data, which AI can automate and process at scale and speed. As such, it’s ideal for much of the repetitive work — such as invoice capture, reconciliations, reporting, and anomaly detection. These tasks still consume so much time and reduce space and capacity for strategic and creative thinking.

But as confidence in AI grows across the sector, and as the technology is integrated into accounting and finance software, is there a risk that organisations once fearful of the technology may go to the other extreme? What might happen if they lean so deeply into AI that finance and accounting professionals become distant and removed from the numbers?

These questions matter because the decisions that sit behind the numbers are rarely driven by pure logic. Financial strategy is shaped by risk appetite, leadership judgement, organisational priorities and sometimes even internal politics.

So many entrepreneurial success stories include a fateful risk, gamble or moment of inspiration that defies established financial wisdom. A founder deciding whether to invest in growth or a charity balancing financial sustainability with its mission does not rely on numbers alone. That means a surprisingly high number of commercial decisions have a human dimension that AI cannot, and arguably should not, replace.

Balancing AI and Human Strengths

So how can organisations maintain the human intuition and instinct that sits behind so many corporate transactions while embracing AI? The answer is to use the technology to remove repetition rather than people from core financial processes. In practical terms, that means using automation to reduce cognitive load so people can focus on interpretation, creativity and decision-making — the human parts of finance and accounting. 

That’s a sensible approach because poorly implemented automation accelerates errors and obscures decision-making processes. It can also cut humans out of the process exactly at the point where instincts and experience are most needed. In that situation, AI-enabled systems simply become faster at making poor decisions. And those poor decisions end up costing time as well as money.

Once that happens, the space, time and resources that finance and accounting leaders are trying to create for more strategic work will rapidly shrink. By contrast, when humans actively guide AI systems, review outputs and set boundaries, automation becomes a powerful extension of human capability rather than a substitute for it.

The Limits of Automation in Decision-Making

In finance and accounting, numbers often create a sense of objectivity and certainty. But financial reporting still involves interpretation, context and judgement. A technically correct output is not always the same thing as the right commercial decision for a business, its employees or its long-term strategy.

As such, it’s important that accounting and finance professionals at every level do not lose a grip on their data when engaging with AI and automation. Aside from losing an understanding of the systems and processes behind the outputs, there’s still an ethical responsibility to deploy AI in a way that preserves human oversight, authority and compliance in financial reporting. That’s because, for the first time, we’re asking technology, in the form of AI, to provide an opinion on our data — not just deliver the logic and the numbers.

For that reason, finance leaders still need visibility into how AI-generated outputs are reached, the ability to challenge them when necessary, and a clear understanding of the underlying data behind the results. That’s important because AI output is ultimately based on prediction, and prediction is not the same as established and quantifiable truth.

Keeping Score 

One possible middle ground is confidence scoring and validation workflows. Rather than unquestioningly trusting every AI-generated output, organisations can introduce processes that flag lower-confidence results for human review before action is taken. That creates a more balanced relationship between automation and oversight, while also giving finance teams clearer visibility into how reliable or complete AI-generated outputs actually are. The goal should be confidence in AI-supported workflows, not unquestioning reliance.

That visibility, however, should not sit solely with grads and junior finance staff. They need to understand the manual calculations and processes sitting behind automated systems so they can properly challenge the results. But the same principle applies at senior levels too. Experience and seniority should not create distance from the underlying logic behind the numbers. If anything, AI makes that visibility even more important.

Otherwise, organisations risk creating the worst of both worlds: juniors who can’t challenge AI outputs because they haven’t learned the manual processes, and complacent seniors who know the manual systems and assume AI is following them. It means organisations can end up with more information at their fingertips than ever before, while simultaneously becoming more detached from the underlying data and logic behind it.

That risk becomes even more significant at senior levels, where financial decisions often carry wider operational, commercial and strategic consequences. The more detached leaders become from the logic behind the outputs, the greater the impact when reliability or credibility issues emerge within the data.

Conclusion

Productivity gains from AI and automation have the potential to create more space for higher-value thinking rather than remove people from the process. The information AI surfaces can ultimately help senior leaders make more creative and strategic decisions by revealing connections, patterns and insights that may previously have remained hidden within the data. 

Leaders have always relied on summaries, dashboards, and reporting layers to help them make decisions. But AI dramatically widens the gap between decision-makers and the operational reality beneath the numbers. The danger is not simply inaccurate data. It’s overconfidence. When systems appear highly intelligent and highly efficient, organisations can gradually stop questioning how conclusions are reached in the first place.

Ultimately, organisations may wish to focus on people-led automation rather than handing complete control to systems. The goal should be confidence in AI-supported workflows, not unswerving reliance on automated outputs — with AI acting as an extension of human capability rather than a replacement for judgement.

The finance teams that benefit most from AI will likely be the ones that strike the right balance between automation and oversight. Hand over the repetition and the manual processing, but don’t lose visibility into the data itself. Because if organisations surrender that understanding completely, all the entrepreneurial instinct, creativity and commercial judgement in the world may no longer be enough to compensate for the decisions being made underneath them.

Learn more at aqilla.com

  • Artificial Intelligence in FinTech
  • Data & AI

Author

Apurv Gupta

Published

26 June 2026

Estimated Read time

6Mins

Apurv Gupta, Head of Financial Services Industry at independent management and technology consultancy, BearingPoint, explains that while insurers have modernised underwriting and pricing, broker management remains manual – but must react to the impact of AI solutions

The UK insurance industry has made significant strides in modernising almost every function it touches. From actuarial pricing and underwriting analytics to claims handling and customer engagement, through data and, increasingly, AI. Distribution, however, hasn’t had the same focus. This is not through a lack of ambition. But rather a longstanding assumption that because broker management is fundamentally a relationship business, the only way to change it is to continually focus on those relationships.

That assumption deserves revisiting. In a world increasingly shaped by AI, insurers with the most up-to-date intelligence on their brokers, including insights into how and when to engage with them, will be best placed to capture a disproportionate share of broker-led business. By combining information from multiple sources, these insurers can take a more informed and targeted approach to distribution.

The signals from the UK market are worth paying attention to. A landscape where 83.5% of commercial premium is broker-led. The broker channel intermediates £10.8bn in commissionable revenue (growing 9.4% YoY in 2025). Meaning insurers’ addressable distribution pool is potentially expanding faster than their ability to manage it. This suggests that a more proactive, data-informed approach is not just advantageous, it is becoming essential.

Insurers Are Relying on Historic Data, Intuition, and Inconsistent Strategies

Across the UK market, distribution leaders often don’t have a clear view of which of their top 50 brokers are likely to grow their portfolios in the next 12 months. Or where their biggest opportunities lie. Equally, assessments of which brokers are at risk of moving business to competitors tend to rely on anecdote rather than evidence.

The issue isn’t that insurers lack data — it’s that their broker intelligence is fragmented, inconsistent and disconnected from outcomes. As a result, growth and retention decisions are driven by intuition or the history of the relationship.

The consequences are predictable and measurable. CRM systems log activity, not insight. They record that a key account manager visited a broker; they do not tell you whether that visit changed anything. What insurers need is a single, structured, real-time view of broker performance, pipeline and engagement — enabling truly data-led distribution management.

What broker management capabilities exist in the UK Insurance Market today?

The UK insurance market is already looking toward the next generation of broker distribution, and the direction is clear. Insurers are investing in fully integrated Broker Relationship Management platforms. Here, underwriting is natively connected to distribution, enabling real-time policy updates to flow to brokers without manual intervention. Alongside this, momentum is building behind dedicated broker portals offering a single window onto a broker’s entire book. Visibility of every in-force policy, the ability to raise new cases, and self-serve access to commission statements and bespoke deals.

Broker marketing is also emerging as a strategic priority. Broker Distribution Managers are increasingly seeking the ability to run targeted, locally tailored campaigns for their own broker cohorts, rather than relying on generic global activity. And looking further ahead, insurers are exploring white-labelled distribution propositions. These allow brokers to sell policies under their own brand. A model that deepens broker loyalty while extending the insurer’s reach into segments it could not otherwise serve directly.

The competitive benchmark for these capabilities is already being set. In 2025, Aviva was rated the top UK insurer by brokers in 10 of 12 service categories. Including e-trading, extranet capabilities, and underwriting flexibility. The distance between the leader and the median across these categories is substantial. And it represents a measurable, addressable gap for any insurer willing to invest.

The softening market is sharpening the urgency. Insurance Times’ survey of 850 UKGI brokers identified softening market conditions — defined by rising supply, intensifying competition, and downward pressure on premium — as the number one concern for 2025, particularly among larger brokers with GWP above £10m. As pricing power erodes, brokers have greater choice of capacity, and the basis on which they allocate business shifts accordingly.

This trajectory signals a structural shift insurers must plan for now. As cost pressures push pricing toward a practical floor, insurance will increasingly look like a commodity to brokers. The winners won’t be those competing hardest on price, but those competing most effectively on distribution capability and engagement — making proposition differentiators clear and delivering everyday value-add services that materially ease brokers’ working lives.

How is AI changing the Broker Distribution landscape?

The scale of the AI opportunity in insurance is now well-quantified. One recent study estimated that Generative AI could unlock $50–70bn in incremental global insurance revenue, with distribution intelligence ranked among the highest-value application domains. UK carriers are already demonstrating what disciplined deployment looks like in practice. Aviva has put more than 80 AI models into production across its claims function, delivering over £60 million in savings in 2024 alone and reducing liability assessment times by 23 days. Vitality, meanwhile, has announced a strategic partnership with Google to build Vitality AI — an initiative that will extend beyond its core insurance operations to revitalise its broker distribution capability.[N(1] [N(2] [AG3] 

Broker Management Use Cases

Broker management is ready to evolve from an operational function into a strategic growth capability where the use cases are both numerous and immediately actionable.

  • Prioritised opportunity lists for Business Development Managers (BDMs). AI can continuously rank live opportunities by likelihood-to-win and commercial value, so BDMs approach every broker conversation with a clear, evidence-based agenda rather than relying on memory or intuition.
  • Automated broker pack generation. Pre-meeting broker packs — covering portfolio performance, recent activity, share-of-wallet trends, and talking points — can be generated automatically in minutes, replacing hours of manual preparation.
  • Meeting management. AI can handle scheduling, note-taking, and follow-up actions, freeing BDMs to invest the majority of their time in the person-to-person relationship building that ultimately drives placements.
  • Continuous market sensing. AI agents can scan industry news daily and push real-time alerts into the Broker Relationship Management (BRM) platform — flagging broker consolidations, divestments, leadership moves, and emergent opportunities — ensuring insurers stay ahead of structural market changes without manual effort.
  • Smarter broker segmentation. AI can construct dynamic broker segments based on behaviour, portfolio mix, and engagement signals, ensuring the right message reaches the right broker at the right moment.
  • Next Best Action. AI can analyse broker portfolios, pipeline activity, and relationship data, and surface actions such as which broker to engage, which opportunity to prioritise, where cross-sell opportunities exist, and what risks exist in the pipeline.

The shift that AI offers within broker marketing is significant. In an era of pervasive personalisation, broker marketing should be approached with the same hyper-personalised, behaviour-driven discipline that B2C marketing already demands. Winning a broker’s attention — and, more importantly, holding it — requires content that is timely, relevant, and tailored to that individual’s interests and current commercial priorities. AI makes this practical at scale, monitoring broker engagement patterns across digital touchpoints and using those signals to surface the most relevant content through the broker portal, email channels, and BDM conversations.

The Time for Incremental Improvement is Over

Broker management is not lagging because the industry lacks ideas, use cases, or technology. It is lagging because it has not yet been treated as a priority.

Insurers that intend to lead in broker distribution need to make a deliberate shift now:

  • Elevate broker management from a support function to a board-level growth agenda
  • Assign clear ownership for broker intelligence and decisioning
  • Commit to building (or buying) a system (like BrokerVue8) that actively tells teams what to do next — not just what has already happened

Because that is ultimately the dividing line.

Not between insurers who “use AI” and those who don’t — but between those whose distribution teams operate with direction, and those who continue to operate on best guess.

And in a market where brokers decide where business flows, that difference will not remain invisible for long.

Learn more at bearingpoint.com

  • Blockchain & Crypto
  • InsurTech

Author

Martin Jakobsen

Published

25 June 2026

Estimated Read time

5Mins

Martin Jakobsen, Managing Director at Cybanetix, on why SOC training and progression will be vital to meet the challenge of AI-driven cyber attacks

The accepted wisdom in cybersecurity is that the Security Operations Centre (SOC) has become overwhelmed. There’s some truth in this. Yes, the time taken to detect and remediate has grown, with IBM stating this now stands at 241 days. Yes, alert fatigue remains an issue, with SOC analysts snowed under 10,000 alerts per day leading to confirmation bias whereby positive alerts are discounted. And yes, alert volumes are rocketing due to a thriving black-market economy in attack kits and services, not to mention the emergence of AI-enabled attacks. Yet the SOC can adjust to these challenges and move with a rising tide if it adopts a paranoid posture.

One of the key attack trends over the past year is for threat actors to gain and maintain access legitimately. It’s for this reason we’ve seen a rise in credential theft (with an 800% increase in 1H2025) and the use of living off the land techniques (LotL). The attacker can log-in and use legitimate, trusted tools to evade detection and move laterally across the network to escalate those privileges. But the very fact these attacks don’t leave telltale footprints can make them much harder to detect. The SOC needs to rely on tools such as endpoint detection and response (EDR) and monitor tool usage to look for anomalies and that means listening to the less noisy network activity and low-severity alerts.

SOC: Selective Hearing

However, most SOCs focus on the high-severity alerts to such an extent that they even measure their success against the resolution of these incidents. SOC service level agreements typically specify a mean time to detection (MTTD) of 30 minutes and a mean time to respond (MTTR) of 15 minutes but the small print will often reveal this only applies critical alerts. Medium level alerts will typically be responded to within 1-2 hours and those low-level alerts that could indicate a LotL attack? Those are relegated to a window of 12 hours or more.

To capture this range of alerts will require the SOC to process ten times the usual volume of events. This presents the SOC with a quandary. How do you increase the monitoring and the ingest of alerts without submerging a SOC team who may already be drowning? For that to happen, the SOC must stop being selective and instead become more efficient.

To begin with, automation must be extended. Many teams will already be using Security Orchestration Automation and Response (SOAR) which can be configured to automatically remediate and close cases. But there are numerous other processes that can also benefit from automation. These can see the application of threat intelligence, automatic threat hunting and telemetry gathering, artificial testing, correlation with other alerts, and entity mapping, all of which can be used to enrich cases to the point where the SOC analyst doesn’t need to gather any further information when picking up the case.

Recovering from Cybersecurity Incidents

If we take the pre-defined playbooks that contain the recipe for how to detect, contain, eradicate and recover from specific cybersecurity incidents, for example, these can be automated to respond in a cascading effect. This sees one playbook used to trigger another depending on what the first has discerned, so that sub-playbooks iterate through lists of entities for each part of the case. Assuming 4,000 alerts coming into the SOC, triggering 100 playbooks per alert, with each playbook performing around ten actions such as enrichment lookups, correlation queries and containment steps, that’s equivalent to over four million triggered automations being executed per day before these cases are passed to a human analyst.

AI and the Analyst

AI, too, has a role to play. It currently enables the translation of free text questions into syntactical queries of Security Incident and Event Management (SIEM) and EDR data and can also be used to explain alerts, investigations and findings using human-friendly language and to summarise cases. It also lends itself to detection engineering, facilitating the faster creation of playbooks through the creation of code and detection syntax. With many detections sharing the same remedial actions, using AI to recommend a course of action makes sense, reducing analyst workloads substantially. And looking to the future, we can expect it to be used to optimise SOC operations by building playbooks on the fly and through the use of predictive investigative outcomes.

Applying these methods of automation enables any alert to be dealt with much more efficiently. The alert will initially be put through a process of enrichment, with threat intelligence used to compare the alert with known threats. SIEM and EDR searches will then correlate information, after which any associated alerts pertaining to the same entities (i.e. IPs, users, accounts, devices etc.) are linked to the case for the analyst to review. Using these processes, it’s possible to automate 65-70% of all SOC activity, dramatically reducing case workloads and allowing the SOC to process those massive alert volumes.

Human in the Loop

Yet, while automation is critical to adopting a paranoid posture capable of responding to evolving threats, it’s no substitute for the skills of the SOC analyst. Human expertise is invaluable in evaluating, verifying and deciding upon the best course of action and the likelihood is that those skills will become even more pertinent as AI becomes more widely used. This is because the technology can become so goal-driven that it becomes blinkered and can make incorrect deductions. In one instance, an AI agent went on to misinterpret a threat and produce a fictitious kill chain and mitigation advice, revealing the need for a human in the loop (HITL) and traceability in AI.

Paranoid monitoring does require the generation of more alerts for investigation. But we do have the tools and automation capabilities to handle those volumes so that this uptick needn’t equate to a massive increase in alert fatigue. What it does mean is that the role of the analyst will subtly change. They will be augmented by these processes and need to develop additional skillsets associated with validating these outputs, so the SOC will need to continue to invest in continuous training and progression, particularly if they want to hang on to that talent which remains in short supply. But unless we make these changes, the SOC won’t be able to keep pace with emerging threat patterns and will almost certainly fail to meet the challenge of AI-driven attacks.

Learn more at cybanetix.com

  • Cybersecurity
  • Cybersecurity in FinTech
  • Digital Strategy
  • Infrastructure & Cloud

Author

Gareth Hewitt

Published

23 June 2026

Estimated Read time

5Mins

Gareth Hewitt, Founder of LemonEdge, on why the real lesson from DORA is that resilience has to run through the whole operating model, from the infrastructure underneath it to the controls and workflows used every day

The EU’s DORA regulation has exposed how firms operating in private markets face a set of risks that is not purely about IT.

Designed to reduce financial sector reliance on a small number of infrastructure vendors, the regulation came into force last year. Since implementation it continues to throw a spotlight on risks arising from continued use of manual methods and over-reliance on individual employees’ subject matter expertise.

The regulation is forcing firms to examine how their operating models work under pressure and where risk resides inside workflows. 

A private equity or private credit manager may sit on robust cloud infrastructure at one end of its technology stack, while still relying on spreadsheets, manual handoffs and offline approvals at the other. In that kind of environment, resilience is only as strong as the least controlled part of the workflow.

The real risk often sits inside the workflow

This is where risk accumulates in an organisation – in processes that are not properly systemised. This is amplified when they rely on manual intervention or a small number of people who know how to make them work.

A month-end close supported by spreadsheets and a sequence of offline steps may function well enough in normal conditions. However, it looks far less resilient when deadlines tighten, a key individual is unavailable or an investor query lands at exactly the wrong moment.

DORA, in effect, acts as a pressure test on whether resilience has been built into the operating model or simply assumed. Private markets firms have lived with this kind of exposure for years, often because experienced teams compensate for process weaknesses. Regulation leaves no room for that comfort. The question now is whether the workflow holds up under strain.

With DORA, accountability has moved to the top

One of the clearest shifts under DORA is the level at which accountability now sits. Historically, operational resilience could be treated as a technology matter and delegated accordingly. If a firm had a CTO, responsibility was often there. If it did not, it shifted into finance or operations. DORA has since changed that dynamic. Responsibility now sits with the management body, which is held accountable for the ICT risk management framework. It means resilience is now a governance issue with clear ownership at the top of the business.

That changes the conversation both inside firms and with suppliers. Firms increasingly want hard evidence from their providers. They want to understand incident processes, failover arrangements, access controls and recovery expectations in practical terms. They also want to know when documentation was last reviewed, whether controls have been tested – and what would happen if a system failed.

The weakest point is often internal

For many private markets firms, however, the central issue is not whether a major external provider is resilient in principle. It is whether the firm’s own workflows can withstand increased pressure.

Key-person risk is at the heart of this issue. Many firms have built effective processes around capable individuals who know every workaround and hidden dependency. That may keep the machine running, but it is not the same as resilience. If knowledge is not captured and supported by the underlying platform, the process is weaker than it appears, severely increasing dangers when individuals leave or are unavailable.

The same applies once essential work starts moving outside the core platform into spreadsheets, email chains or offline approvals. Control weakens, visibility drops, auditability becomes harder and recovery becomes more uncertain. In private markets, where reporting expectations are high and investor scrutiny remains intense, that is not a side issue. It goes to the heart of whether the operating model is fit for purpose.

That matters particularly in fund accounting, where complexity has only increased. Reporting expectations are higher, structures are more demanding, and firms need stronger control across workflows. A system built for a different era often pushes work outside the main platform at exactly the point where clarity and control matter most. Once reporting becomes a scramble and key numbers are being pieced together manually, the workflow has already become more fragile than it should be.

DORA is the prompt, not the end goal

Operational resilience has often been treated too narrowly as a compliance cost. In practice, stronger resilience usually brings clearer process ownership, better visibility across workflows and faster responses when investors, auditors or regulators ask harder questions. It also reduces key-person risk and makes growth easier to support because the process does not have to be rebuilt every time complexity increases.

DORA will not solve every vulnerability in private markets operations, nor was it meant to. What it does is raise the bar for accountability, testing and supplier oversight. It shines a harsher light on brittle processes that have survived largely through habit and human intervention. It also makes clear that operational resilience depends not just on policies and providers, but on whether the underlying systems and platforms are strong enough to support controlled, auditable workflows under pressure.

That is the real wake-up call. Resilience has to run through the whole operating model, from the infrastructure underneath it to the controls and workflows used every day. That’s the real underlying lesson of DORA that private markets firms need to heed.

Learn more at lemonedge.com

  • Cybersecurity
  • Cybersecurity in FinTech
  • Digital Strategy
  • InsurTech

Author

Paul Dawalibi

Published

22 June 2026

Estimated Read time

5Mins

Paul Dawalibi, CEO of Innovation City – Ras Al Khaimah, on why the next wave of transformation will emerge from the places most deliberately built to welcome it, equip it, and champion it without reservation

The machines are accelerating faster than our institutions can comprehend. AI has not merely arrived, it has detonated, compressing years of progress into weeks. And forcing every industry to reckon with what comes next. Yet in this moment of unprecedented velocity, a paradox persists. The very founders and teams best positioned to shape this future often find themselves fighting systems built for a slower, more predictable age.

They battle outdated regulations and navigate prohibitive costs. They operate in environments designed for the previous generation of business. And too often, brilliant ideas die not from lack of vision, but because the ecosystem around them was never built to support the speed, scale, and sovereignty that modern innovation demands.

For decades, the world assumed that real ambition naturally flowed to the great megacities. Places like London, New York and San Francisco. Those places brought extraordinary revolutions. But today, they exact a hidden tax: on time, on capital, on mental bandwidth, on the simple ability to focus. Talent and capital are voting with their feet, seeking environments where the default setting is momentum rather than friction.

The next chapter will not be written in those places. It will be written in deliberately designed sanctuaries. Hyper-focused ecosystems where resources, regulation, and human support are engineered not just to enable innovation, but to accelerate it. These are not free zones or business parks in the traditional sense. They are living systems built on three pillars, delivered with a philosophy we call white glove.

The Three Pillars That Change Everything

The first pillar is sovereign resources. For AI builders, the bottleneck has never been ideas. It has been access to the compute, talent, and infrastructure that turn ideas into reality at speed. In a true innovation sanctuary, these are not scarce commodities to be fought over. They are shared foundations. Dedicated data centers. Curated networks of specialists. Proximity transforms isolated founders into powerful collective intelligence. When the raw materials of the future are abundant and aligned, what once felt impossible begins to feel inevitable.

The second pillar is regulatory intelligence. Speed without standards is chaos. Standards without speed are stagnation. The ecosystems that will define this era understand that regulatory frameworks must be as dynamic as the technologies they govern. They anticipate the needs of digital assets, tokenisation, and agentic systems. And move from years and millions in friction to days and focused investment. They protect what matters – trust, ethics, sovereignty – while ruthlessly eliminating what does not.

The third pillar is the gravity of focus. Breakthroughs rarely emerge from fragmented attention. When the cost of living and operating is dramatically lower than in legacy hubs – often 50 to 60 percent less – entire teams can relocate together. Families put down roots. Deep work becomes the norm rather than the exception. The spontaneous collisions that fuel genius stop being lucky accidents and become the fabric of daily life. This is how movements are built.

White Glove is Not a Service. It is a Stance.

What elevates these ecosystems from merely functional to truly transformative is the white glove philosophy. A level of personalised, proactive championship that goes far beyond standard facilitation.

It means that when a company arrives, the ecosystem does not simply clear a path. It walks beside them. Talent acquisition becomes strategic matchmaking. Regulatory navigation becomes clear before questions are asked. The search for that critical first customer becomes an active introduction to the right partners at the right moment. Because in the end, validation from the market is more powerful than any pitch deck or funding round. It is proof that the world is ready for what you have built.

We have seen this model work before. Y Combinator did not merely advise – it obsessed over every detail of a startup’s trajectory. Singapore did not merely welcome industry – it engineered precise conditions for the sectors it chose to lead. The common thread is simple but rare. An ecosystem that measures its own success by the velocity and impact of the builders it attracts.

Innovation City: Building the Sanctuary

In Ras Al Khaimah, we are not constructing another free zone. We are creating a sanctuary for those who intend to build what comes next.

Strategically positioned less than an hour from Dubai, within reach of a third of the world’s population, at the crossroads of continents – we have chosen this place because it still believes in agility, in partnership, in the radical idea that the role of an ecosystem is to remove obstacles, not create them.

Here, we are putting the white glove philosophy into practice at scale. We are building dedicated AI infrastructure so that computational power serves the many, not just the largest. By crafting regulatory frameworks for digital assets and real-world tokenisation that respect both innovation and responsibility. We are creating the conditions for families and teams to thrive – because great work is sustained by great lives.

More than any single asset, we are cultivating a culture. A place where ‘how do we make this happen?’ replaces ‘why it cannot be done”. Where bureaucracy is recognised as the enemy of progress, not its protector. Where the builders who are willing to run through walls find an entire community running with them.

This is what happens when an ecosystem decides that its highest purpose is to amplify human ambition.

The Future Belongs to Those Who Build it

The paradox we face is not inevitable. It is the result of design choices made in a different era. And design choices can be remade.

The great hubs of the past deserve their legacy. But the next wave of transformation will emerge from the places most deliberately built to welcome it, equip it, and champion it without reservation. That work is underway.

In Ras Al Khaimah and in other rising sanctuaries around the world, a new standard has been established. Not for what is merely permitted, but for what becomes possible when every barrier between vision and execution is removed.

The future will not ask for permission. It will go where it is most fiercely supported. We are building that place. And we invite every founder, every team, every leader who shares this conviction to build it with us. The age of accidental ecosystems is over. The age of designed destiny has begun.

Learn more at innovationcity.com

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto

Author

Simon Pamplin

Published

19 June 2026

Estimated Read time

4Mins

Simon Pamplin, CTO at Certes, on how Quantum computing will eventually force a reckoning with the cryptographic assumptions on which the financial system is built.

Financial institutions hold some of the most sensitive and long-lived data of any sector. Customer identities, decades of transaction records, credit histories, and proprietary trading information must be kept confidential, not just today, but far into the future. The cryptographic systems guarding that data, however, were built for a different era; one in which quantum computing was purely theoretical. That era is ending.

Recent guidance from both the G7 Cyber Group and the UK’s National Cyber Security Centre has made the stakes explicit: financial organisations should complete their transition to post-quantum cryptography by 2035. For institutions managing sprawling, decades-old technology estates, that deadline is less reassuring than it might first appear. Ten years sounds like breathing room. In practice, for organisations of this complexity, it is barely enough.

Quantum Risk: The Threat Doesn’t Wait for the Technology

The most common mistake in discussions about quantum risk is treating it as a problem for tomorrow. The assumption is that until a quantum computer powerful enough to crack modern encryption actually exists, there is no immediate danger. That assumption is dangerously flawed.

Sophisticated adversaries are already operating on a longer time horizon. The strategy, widely referred to as “harvest now, decrypt later,” involves systematically collecting encrypted data today and storing it until quantum computing capabilities catch up. No quantum computer is needed to execute this phase of the attack, only patience and storage.

For the financial sector, the implications are particularly serious. The data being harvested now, customer records, transaction histories, and commercially sensitive communications, could have a useful life measured in decades. By the time it is decrypted, the individuals and organisations it concerns will still be very much affected by its exposure. This is not a theoretical future liability. It is a risk quietly accumulating in the background of every financial institution that has not yet begun to act on it.

Why Updating Financial Systems Is So Hard

The cryptographic methods underpinning most financial infrastructure today, primarily RSA and elliptic curve cryptography, derive their security from mathematical problems that are extraordinarily difficult for conventional computers to solve. Quantum computing threatens to render those problems tractable, potentially dismantling encryption that currently appears robust.

Responding to that threat, however, means working through some of the most technically complex environments in any industry. Core banking platforms were often built 20, 30, or 40 years ago. Cryptographic functions are frequently embedded deep within application logic, firmware, or hardware, in payment terminals, ATMs, and proprietary systems that were never designed with replaceability in mind.

Replacing or updating these components is not a software patch. It can mean recertifying devices, replacing physical infrastructure, or undertaking large-scale application rewrites, all while maintaining continuous service to customers and satisfying stringent regulatory requirements. Progress is possible, but it is measured in years, not quarters.

Rethinking Security from the Data Outward

The quantum threat is also accelerating a broader rethink of how financial institutions approach security architecture. Perimeter-based defences, firewalls, VPNs, and network segmentation have consistently shown their limitations when attackers can move laterally through systems using legitimate credentials or compromised access. Relying on the boundary to keep data safe has a poor track record.

A more resilient approach centres protection on the data itself. By applying strong controls directly to information as it moves across systems, organisations can maintain security even within legacy environments that cannot be immediately upgraded. Sensitive data remains protected regardless of where it travels or which network it traverses.

Alongside this, crypto agility, the ability to swap out cryptographic algorithms and rotate keys without overhauling entire systems, is becoming a fundamental requirement rather than a nice-to-have. The transition to post-quantum standards will not be a one-time event. Cryptographic best practice will continue to evolve, and institutions that have built flexibility into their architecture will be far better positioned to keep pace.

The Cost of Inaction

The financial sector has a well-established capacity to absorb and adapt to technological change. It has navigated the transition to digital banking, the rise of real-time payments, and successive waves of cybersecurity threats. The quantum challenge is different in one important respect: the timeline for harm is already running.

Regulatory expectations are being set now. Adversaries are collecting encrypted data now. And the internal processes required to modernise a major financial institution’s cryptographic infrastructure take years to complete. The gap between when action is needed and when it can realistically be delivered is not wide, and it is narrowing.

Preparation does not demand panic or the immediate replacement of every system. It demands a clear-eyed audit of where sensitive data lives, an honest assessment of which information carries long-term confidentiality requirements, and a commitment to building security architectures that can evolve as the threat landscape does.

Financial institutions that move early will not simply reduce their quantum exposure. They will emerge with stronger, more adaptable security postures and with the trust of customers, regulators, and partners intact.

Quantum computing will eventually force a reckoning with the cryptographic assumptions on which the financial system is built. The question is no longer whether that reckoning is coming. It is whether institutions will be ready when it arrives.

Learn more at certes.ai

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto
  • Cybersecurity in FinTech
  • Data & AI
  • Digital Strategy
  • Fintech & Insurtech

Author

Dan Brightmore

Published

17 June 2026

Estimated Read time

3Mins

The combined company is expected to generate approximately $3 billion in annual revenue and process more than $500 billion in annual payment volume for more than 2.4 million customers

Nuvei and Payoneer have entered into a definitive agreement under which Nuvei will acquire Payoneer. Under the terms of the agreement, Nuvei will acquire all of the issued and outstanding shares of common stock of Payoneer Global Inc. for $7.40 per share in cash, representing a total transaction equity value of approximately $2.75 billion.

“The acquisition of Payoneer marks a defining step in Nuvei’s evolution into a global financial infrastructure leader,” said Phil Fayer, Chairman and Chief Executive Officer of Nuvei. “By combining complementary capabilities, we can offer businesses a more complete platform to accept payments, send funds, issue cards, manage treasury and FX needs, and access embedded financial services – at scale.”

Nuvei & Payoneer: Cross-Border Payments

As commerce becomes more complex across local and cross-border markets, businesses need infrastructure that can support the full transaction lifecycle. This transaction directly addresses that need by combining Nuvei’s leading payment acceptance capabilities with Payoneer’s cross-border payouts, multi-currency accounts and banking network, along with same-day and real-time settlement in more than 150 markets.

Together, the companies create an always-on, unified financial infrastructure built on trusted rails, supporting customers that do business across the world’s leading digital commerce platforms, including Amazon, eBay, Walmart, Airbnb, Fiverr, Upwork, Etsy, ByteDance, Shopify, and WooCommerce.

A key component of this infrastructure is Payoneer’s established regulatory footprint across major jurisdictions around the world. Payoneer holds multiple licenses and authorisations, including licensing for online payment services in mainland China and authorisation in principle as a cross-border payment aggregator in India under the Reserve Bank of India’s regulatory framework.

Agentic Commerce and Stablecoins

The transaction also strengthens Nuvei’s ability to support emerging financial models, including agentic commerce, stablecoin payments, and platform-native financial services. These capabilities are expected to help businesses move funds more seamlessly across payment types, settlement networks, and jurisdictions.

“For two decades, Payoneer has earned the trust of millions of businesses in markets where trust takes years to build,” said John Caplan, Chief Executive Officer of Payoneer. “We have transformed our business with extraordinary results, and our combination with Nuvei will extend what we can offer customers. Together, we will reach more businesses, in more markets, with a more complete platform.”

About Nuvei

Nuvei is building the infrastructure for every payment, everywhere. Its modular, flexible, and scalable technology enables leading companies to accept next-generation payments, offer all payout options, and benefit from card issuing, risk, and fraud management services. Connecting businesses to their customers in 190+ countries, with local acquiring in 52 markets, 150 currencies, and over 720 alternative payment methods, Nuvei provides the technology and insights that help customers and partners succeed locally and globally.

About Payoneer  

Payoneer is the financial platform for cross-border business and global payments. It empowers millions of businesses with the financial tools and services they need to grow and transact globally with confidence. Payoneer makes it easier for businesses, particularly in emerging markets, to connect to the global economy, pay and get paid across borders, manage their funds across multiple currencies, and grow their businesses.

  • Digital Payments
  • Neobanking

Author

Konstantinos Stavropoulos

Published

9 June 2026

Estimated Read time

5Mins

Konstantinos Stavropoulos, Product Manager at AUSTRIACARD HOLDINGS, on why the firms that succeed will be those that adopt AI with the right balance of control, flexibility and practicality

As FinTechs accelerate their adoption of artificial intelligence, the question of capability – what AI can do, and how it can improve efficiency – is typically overshadowed by the question of governance: how and where should this technology run. For an industry built on trust, regulation and the responsible handling of sensitive data, this goes to the heart of how FinTechs manage risk, protect privacy and intellectual property, and maintain control over their operations including cost.

A Down-to-Earth AI Approach for FinTechs

AI is transforming the way that organisations automate processes, with companies such as Tag Systems – a member of AUSTRIACARD HOLDINGS, and the biggest payment card provider for UK FinTechs – experiencing and supporting this transition. From document handling and onboarding to cross-checking and company-specific workflows, It offers an efficient automation alternative to manual, repetitive and time-consuming activities. However, in regulated business domains such as the fintech industry, processes that involve sensitive customer data or company-specific intellectual property need to be protected.

Most widely used AI models (LLMs, Large Language Models) run in vendor-managed cloud environments. This approach may have enabled rapid adoption, but it requires organisations to send data beyond their own well-guarded setting. Even when some protections are in place, question marks around sovereignty (and how data is stored and potentially used by 3rd parties in the cloud) remain.

For FinTechs, these are not abstract concerns. They are vital governance considerations. Therefore, solutions are needed to bring AI closer to (ideally, inside) the organisation, similar to that offered by AUSTRIACARD’s GaiaB™ – originally ‘GenAI in a box’, and also meaning ‘Second Earth’. By combining powerful (Dell) hardware with a cutting-edge agentic AI software platform, GaiaB™ Appliance keeps artificial intelligence in-house to ensure sovereignty, compliance, and control. A down-to-earth approach to adopting it.

Can Fintechs Risk Sharing Their Data and Intellectual Property?

When AI-driven tasks and processes run in a 3rd party managed environment, risk is also (partly) transferred to that 3rd party. In other words, organisations must rely on an external provider, not only for performance, but also for security, availability and compliance alignment. When AI-driven tasks and processes run in-house, that is not the case. For most fintechs, particularly those operating in tightly regulated environments, this is increasingly attractive.

One of the key advantages of running artificial intelligence in a controlled, local or private environment (potentially, even air-gapped, which is also supported by solutions such as GaiaB™ Appliance) is that data and intellectual property stay where they belong. Instead of sending information to external providers, organisations can process it internally, within systems they already govern. This reduces exposure, simplifies oversight, and provides a clearer answer to the fundamental challenge of making the most of AI without losing control of sensitive information.

Can AI be Predictable for FinTechs?

Many organisations begin experimenting with AI through online usage-based services (AI token – fundamental AI unit of data – dependent). This may appear to be an attractive OPEX proposition, but costs that appear manageable at first can escalate when it gets embedded in business processes and usage scales. Due to the nature of tokens, AI consumption charging models are typically unpredictable, particularly for smaller firms and those operating on tight margins. Such businesses may well become reliant on services for which they have not budgeted.

A more controlled deployment model means that organisations do not have to pay, or understand what they would need to pay, every time they use AI. Instead, they can invest in well-defined capabilities, which they can scale as needed. For example, GaiaB™ Appliance offers four hardware options (Tiny, Small, Medium, and Large), which can be used to create a modular and scalable AI infrastructure. Cost predictability enables FinTechs to align AI investment more closely with business needs, and avoid cost escalation.

How FinTechs can Target Optimal, Cost-Effective AI Performance

When AI is delivered as an external online service, performance can vary depending on network conditions, service levels or pricing tiers. In contrast, when AI runs within a FinTech’s own controlled local environment, the organisation can target more consistent performance. Consistent levels of latency and availability matter when AI is embedded into mission-critical operational processes.

In business domains where requirements evolve quickly, AI strategies need to be adaptable, not fixed. Equally important is the need to avoid dependency on any single AI model provider. AI is evolving rapidly. Models improve, new approaches emerge, and what is considered state-of-the-art today may not be optimal and cost-effective tomorrow. FinTechs should be able to adapt, switch and tailor models without being locked into a rigid framework. In these terms, flexible solutions of modular and scalable nature and of AI model independence are invaluable.

The AI Way Forward for FinTechs

Most organisations are trying to improve – not replace – human decision-making with artificial intelligence. Interestingly, some of the most popular use cases today are the least glamorous: automating workflows, routing information, extracting and classifying data, and supporting employees in repetitive time-consuming tasks. Such applications deliver considerable value from AI by improving productivity and allowing people to focus on higher-value work. Similar to other industries, the future of AI in FinTech entails the concept of agentic AI which has been gaining traction. Instead of relying on a single model or an autonomous/semi-autonomous AI agent, organisations can deploy multiple specialised agents that handle specific tasks.

To adopt AI successfully as a strategic growth lever within a secure governance framework, FinTech leaders need to balance cost and benefit, risk and reward. Can the organisation maintain control over its data? Does it manage risk and meet regulatory expectations? Can it control costs as usage scales? Can it adapt as technology evolves? Ultimately, can it deploy artificial intelligence in a way that supports real business outcomes?

The firms that succeed will be those that adopt AI with the right balance of control, flexibility and practicality.

Learn more at austriacard.com

  • Artificial Intelligence in FinTech
  • Embedded Finance

Author

Helen Richardson

Published

28 May 2026

Estimated Read time

4Mins

Helen Richardson, Insurance Senior Product Manager, UK and Ireland, LexisNexis Risk Solutions, on why SCV is not just a data capability, it is a core enabler of InsurTech innovation

Insurance protects what matters, from our health to our homes, yet access to that protection can remain uneven. The UK Government’s Financial Inclusion Strategy highlights that renters, the self-employed, and lower-income households still face affordability and accessibility barriers.

Cost is only part of the issue. A more fundamental challenge is how well insurance providers and insurtechs understand their customers. When customer visibility is limited, delivering personalised, relevant products at scale becomes difficult.

A Single Customer View

This is where a single customer view (SCV) becomes critical. For InsurTechs, SCV acts as a foundational data layer – similar to customer data platforms in banking and payments. It is powering intelligent products and underpinning the data-driven models. These drive growth and differentiation for the FinTech and open opportunities for customers.

In many traditional insurance environments, customer data remains siloed across products. There is little interaction between motor, home, health, pet and travel. The result is fragmented, incomplete customer profiles. For InsurTechs who are building digital-first, scalable models to support their customers, this fragmentation of information could directly constrain automation. AI performance and real-time decisioning can be affected.

A single customer view changes this. By unifying data, it enables a continuous, contextual understanding of the customer. Mirroring FinTech approaches to dynamic profiling, adaptive pricing, and real-time risk assessment. This is already evident in InsurTech models such as usage-based, on-demand and embedded insurance.

With this broader view, pricing aligns more closely to actual risk. Interactions become more relevant, and customer journeys are significantly streamlined. Customers no longer need to re-enter data or navigate disjointed processes. Crucially, SCV can also support embedded insurance. It is one of the fastest-growing InsurTech opportunities, by allowing protection to be delivered seamlessly within digital ecosystems.

Data Connectivity

Delivering this requires accurate data connectivity, with identity resolution at its core. Solutions such as LexID® for Insurance, a scalable linking technology leveraging a unique identifier, enable organisations to reconcile fragmented records into a single, trusted profile. For InsurTechs, identity resolution can help make real-time, data-led experiences operationally viable at scale.

SCV also plays a critical role in recognising vulnerability. People may become vulnerable for many reasons, whether due to health conditions, financial capability, resilience, or significant life changes like redundancy or separation. These indicators rarely appear one place, but when they surface, they need to be understood across the entire organisation.

Linking data across functions such as sales, underwriting and claims ensures that every team works from the same version of the truth. This reduces the risk of incomplete or conflicting information shaping decisions and allows insurance providers to adjust how they communicate and respond, ensuring that customers -particularly those in vulnerable situations – are treated with appropriate care. In practice, this means fewer repeated questions, fewer disjointed interactions, and a more consistent, empathetic experience. A well-executed SCV therefore supports both inclusion and compliance with Consumer Duty, while delivering transparency and auditability required in regulated, digital-first environments.

When these insights are embedded into a unified view, organisations can respond dynamically to life events – adapting products, communications and support in real time. This reflects the broader shift toward event-driven, responsive insurance models, leading to stronger engagement, improved retention and better customer outcomes.

Robust Governance

None of this is possible without robust data governance. Building an SCV requires strong controls around consent, accuracy and transparency, as well as collaboration with data partners who can responsibly connect and enrich data from multiple sources in a compliant and ethical way.

When done well, identity resolution transforms disconnected data into actionable intelligence across the lifecycle – from quote to renewal to claims. This can enable more accurate pricing, frictionless journeys, improved fraud detection as well as higher retention, while supporting regulatory expectations around fairness and vulnerability.

These capabilities are central to modern InsurTech propositions. SCV enables earlier detection of financial strain, deeper behavioural insights and stronger predictive models, enhancing both risk selection and customer engagement.

Looking ahead, the direction is clear. The Financial Inclusion Committee has called for protection that reflects real lives – circumstances, transitions, and evolving risks. InsurTechs could have a strategic advantage, but only if they can see the customer clearly across every interaction.

A robust single customer view makes that possible. It bridges fragmented systems, unlocks scalable personalisation, and enables the next generation of embedded, adaptive insurance.

In that sense, SCV is not just a data capability, it is a core enabler of InsurTech innovation, scalability, and competitive advantage.

Learn more at lexisnexis.co.uk

  • Embedded Finance
  • InsurTech

Author

Chris Tredwell & Charis Thomas

Published

Estimated Read time

5Mins

Chris Tredwell, Chief Operating Officer and Charis Thomas, Chief Product Officer at Aqilla, on why the question is no longer whether to adopt AI, but whether processes, governance structures and training pathways are ready for the workforce

Have you ever got into an old car with a Gen-Zer? If they were driving, chances are you wouldn’t have got very far. A recent survey has found that 39% of 14–29-year-olds couldn’t identify an ignition key. Proof, if it were needed, that once technology advances, old ideas are quickly forgotten. This isn’t just happening in cars. The internet and social media have produced their own native generations – people who have never known a world without those technologies.

The same pattern is starting to emerge with AI. That means Gen Z and Millennials are about to experience a similar shift. The first wave of true AI natives will soon enter the workforce – a cohort that has never known a world without AI. 

AI- The New Normal

People’s reactions will largely depend on their experience with AI. But one thing is certain: these graduate and entry-level employees won’t need to be convinced of its value. They’ve already seen what it can do, so if it’s missing, disbelief – or frustration – is likely to follow. It’s a bit like broadband. Here in the UK, it’s simply the standard we all expect. We don’t stop to think about how that connectivity reshaped our lives, helped us work from home or allowed us to stream high-definition media.

Many organisations are still in the early or experimental phases of AI adoption. They might be using the technology to automate basic email inbox management and take meeting minutes. Meanwhile, those further ahead of the curve are exploring more advanced tools and assessing where automation can be safely deployed, particularly for reporting and analysis.

But AI natives won’t see these use cases as experimental. In fact, they probably wouldn’t even refer to them as use cases. It’s just normal, like using a search engine rather than visiting a library to carry out research.

Prompting New Behaviour

Perhaps the biggest difference, however, is where organisations may integrate AI into their existing workflows, AI natives are more likely to structure work around it from the outset.

For them, work tends to start within an AI system, defining the objective clearly, setting constraints, and effectively “briefing” it, before iterating quickly and refining outputs as they go. For AI natives, this kind of prompt-based mindset isn’t a specialist skill; it’s simply how they approach tasks.

This is a fundamental shift. For AI natives, the question isn’t “Should we use AI here?” It’s “Why can’t I use it for this piece of work?” When their expectations collide with more cautious, process-led environments, friction is almost inevitable. Not because one approach is right and the other is wrong, but because both sides are starting from completely different assumptions.

Skills Transfer and Mentoring

But how does the need for AI natives to understand and work through basic manual processes coexist with intuitive prompt-based thinking? Should AI use come with experience-based restrictions in the finance sector? For example, do your three years first, and then you can use the tools.

It’s probably not what AI natives want to hear, but there is logic behind the approach. Learning the manual processes behind automation will enable new recruits to apply the necessary checks and balances to system outputs — putting them in a position to verify data rather than passively accept it.

Without taking this step, there’s a real risk that people will lose the ability to question the outputs they’re working with. That, in turn, has implications for how people are taught. Whether in an educational setting or on the job, that training needs to help AI natives understand the logic behind the systems they’ll be working with.

Lurking in the Shadows 

If AI natives encounter friction when trying to use the technology, there’s a risk they’ll seek informal workarounds. Organisations have seen similar patterns before with personal devices or early cloud adoption. With AI, the risks are more focused on data, traceability, and accountability than on system access and security, though these remain important considerations.

Rather than restricting AI use, organisations are already beginning to reshape it by building oversight into how systems are used. That might mean making the AI’s working assumptions more visible and requiring humans to validate outputs. It might also require AI systems to signal their confidence in those outputs and to request manual checks. Over time, this reduces risk and creates an environment where people can work confidently with AI without losing sight of who is responsible.

This approach also challenges a common narrative. Much of the current discussion around AI focuses on job displacement, but the reality is more nuanced. The issue isn’t a simple replacement of human intuition and experience, but how those qualities evolve alongside increasingly capable systems.

Rather than removing the need for people, this managed shift reinforces it. Greater emphasis is placed on human-in-the-loop models, in which individuals with a deep understanding of AI can interrogate, challenge, and interpret system outputs.

A different starting point

So, what happens next? AI tool adoption, for sure. But it goes far deeper than that. Getting ready for AI natives means shifting to a different starting point – and learning to “live in the prompt”.

As AI natives begin entering the workforce and eventually move into leadership roles, the expectation won’t be that AI is introduced; it will be that it is already there. That shift reshapes how people think, learn, and approach tasks from the outset. It will also change how tasks are conceived, carried out and reviewed. The ability to configure, interrogate and challenge systems will become as important as the ability to interpret their outputs.

For organisations, the question is no longer whether to adopt AI, but whether their processes, governance structures and training pathways are ready for a workforce that already assumes it – and will expect to work that way from day one.

Learn more at aqilla.com

  • Artificial Intelligence in FinTech
  • Data & AI

Author

Rob Demain

Published

22 May 2026

Estimated Read time

5Mins

Rob Demain, CEO at e2e-assure, on why the clock is ticking when it comes to IT/OT convergence for Critical National Infrastructure (CNI) and associated organisations

Many critical national infrastructure (CNI) operators lack the ability to protect their infrastructure despite the UK being subjected to daily sub-threshold cybersecurity attacks, according to the Strategic Defence Review 2025. It’s a situation that the Network and Information Systems (NIS) regulations, introduced back in 2018, sought to prevent. But since its inception, just over half of the operators of essential services have updated or strengthened their existing policies and processes, leaving many woefully unprotected. 

In desperate need of reform, NIS is set to be superseded by the Cyber Security and Resilience Bill (CSRB), which is expected become law later this year, at which point a consultation on implementation proposals will commence followed by secondary legislation and an adjustment period for stakeholders. The bill will broaden the scope to include other organisations deemed critical to the national economy i.e. data centres, Managed Service Providers (MSPs) and critical suppliers. Plus, the government reserves the right to extend those categories still further as part of its ‘future proofing’, which will enable changes to be made to the act to accommodate emerging threats and potential targets. 

New Demands 

All of these new entities will need to comply with the Cyber Assessment Framework (CAF), which lays out expected cybersecurity and resilience outcomes. First published in 2018 to support NIS, it has undergone a number of revisions since, with v4.0 released in August 2025. This version places a far greater emphasis on proactive security and decision making based on real threat intelligence. As well as adding new contributing outcomes on understanding threats and secure software development and support, it also expands the sections on security monitoring and response and recovery, while an entirely new category has been added on threat hunting.   

All of this points to a far greater emphasis on being able to demonstrate assurance and proactively monitor all aspects of CNI infrastructure and that means more scrutiny of both IT and Operational Technology (OT). Until recently, securing OT wasn’t seen as a priority. These systems were chiefly concerned with maintaining system availability and minimising downtime. But their increased integration with IT systems to connect with the industrial Internet of Things (IIoT) and deliver real-time monitoring, for example, are exposing these systems to attack, with threat actors able to move laterally from one environment to the other.  

The threat posed by IT/OT convergence is well known, but it continues to be the Achilles heel of CNI, as revealed by the Volt Typhoon attack. This saw Chinese nation state actors maintain persistence across CNI in the USA since at least 2021 through the use of Living off the Land techniques, illustrating just how insidious and sustained these cybersecurity attacks can be. 

Securing IT/OT Systems 

It’s these types of threat the CAF addresses through its risk and asset management requirements. Organisations must risk assess systems with respect to their dependencies and interactions with other systems such as IT/OT, and document and understand those dependencies. But other complementary frameworks can also be used to map IT/OT system security, such as the ISMS within ISO27001 from an IT perspective and IEC 62443 from the OT side, in addition to ISO/IEC 27019 for process control systems. 

Being able to follow these frameworks will require organisations to increase their security monitoring of both IT and OT and the transparency of their processes. They will need to transition from being reactive to proactive, and become resilient and risk informed, which will mean many will have to change their approach. These are really the only options available to them in this respect if they are to move the resilience needle. 

The first is to decentralise and harden OT systems while keeping them segregated from IT. However, hardening alone can’t keep pace with digital transformation. Many OT assets cannot support multi-factor authentication (MFA) or accommodate rapid patching because they are downtime sensitive. So, surface hardening alone won’t confer the resilience needed long term.  

The second option is to manage IT and OT together by giving everything an identity in a converged environment, but to do that you need to move the monitoring of OT into the Security Operations Centre (SOC). Centralised monitoring allows threats to be detected across both IT and OT networks, for teams to monitor east-west traffic, and to correlate alerts that might otherwise appear unrelated. And it’s this centralised management that will provide the visibility and control needed to improve IT/OT resilience.  

Converged Cybersecurity 

Such a converged SOC doesn’t just offer continuous visibility over IT, industrial control systems (ICS), OT and cloud environs, but also the real-time triage of critical alerts. These might include unauthorised PLC logic changes, unsafe set-point writes, abnormal OT protocol behaviour, lateral movement in ICS DMZs, OT malware,or unauthorised remote access into OT environments. These alerts are then grouped by operational impact, such as whether they present a safety critical risk or could lead to service degradation, so that they can be prioritised. Weekly threat hunts and detection surface validation over distributed environments provide the threat hunting capabilities needed to meet the CAF requirements and the SOC evidences and provides that all important audit-ready compliance mapping to meet the demands of other frameworks too such as IEC 62443, and ISO/IEC 27019. 

Whether standing up a converged SOC internally or outsourcing, this capability is the most efficient way to adapt to the tightening regulations, particularly as we can expect ‘future proofing’ to lead to yet more demands. The emphasis is now firmly focused on the proactive monitoring of both IT and OT systems together, given their growing dependencies, so it makes sense for those organisations in scope – as well as those who could soon be – to begin to move their OT monitoring from the plant and into the all-seeing all-knowing enclave of the SOC.  

Learn more at e2e-assure.com

  • Cybersecurity
  • Cybersecurity in FinTech
  • Digital Strategy
  • Fintech & Insurtech

Author

Adnan Patka

Published

21 May 2026

Estimated Read time

5Mins

Adnan Patka, Enterprise Manager – Blockchain, AI and Web3 at OVHcloud, on why the convergence of blockchain and AI heralds a brighter future for both

Anthropic’s Mythos team recently assessed various LLM technologies, scoring ChatGPT against Gemini, Grok, Claude and others. The metrics included trustworthiness, but also user deception, sycophancy, encouragement of user delusion and co-operation with human misuse.

Clearly, there’s no doubt that AI can be an enormously positive transformational force: the development of AlphaFold, whose founders won the Nobel Prize, showed us that very clearly. But when AI is being assessed for encouraging ‘user delusion’, it’s clear that it still has a PR problem.

In fact, AI has more than just a PR problem: research from McKinsey highlighted that although almost two thirds (64%) of decision-makers reported that AI was accelerating innovation within their organisation, less than half (39%) could actually report positive financial impact on the business as a result.

The AI Trust Gap

AI doesn’t exist in a vacuum, and the interplay of AI with other technologies is beginning to come into focus. We see that blockchain has great potential to complement AI, providing the transparency and trustworthiness that it needs. In a recent study of Web3 professionals, almost three-quarters (70%) said that blockchain had the potential to fill AI’s trust gaps.

But where else are these issues coming from?

It’s overly glib to say that people and businesses don’t always trust AI. What our research told us was that 32% of Web3 experts believe that privacy is AI’s main challenge. Historically, AI systems have been shown to be biased, and data has often been collected by AI systems for training or other uses – sometimes without user permission. One in seven (14%) of the study also reported that they believed AI needed more transparency to be trustworthy.

Blockchain’s Potential for Supporting AI

Blockchain is well-placed to help tackle these issues. Blockchain was originally created as a database with clear traceable links between items, without the need for a single governing authority.

For example, consider an AI system which optimises food supply chains, allowing a supermarket to maintain lower prices. In an environment where people may distrust AI, they may suspect that the system is simply buying lower-quality stock and shipping it more affordably, potentially meaning shorter shelf-lives and less tasty tomatoes! However, blockchain systems can help to track the provenance of these items, proving where the tomatoes were grown, when, by who, and the subsequent shipping and treatment of them, all in a publicly accessible ledger.

Blockchain systems also automatically check the validity of transactions and link them together in a way that makes fraud very difficult. Changing one transaction generally requires changing the entire ‘course of history’ or having significant control (specifically, controlling over half of the nodes) of an entire blockchain, which is usually unfeasible in most large, public blockchains today. 

Delivering Benefits with Blockchain

There are also a number of cases where blockchain can bring functionality benefits to AI systems. For example, as we saw, privacy is a significant concern for AI users, but blockchain systems are able to authenticate securely without exposing user credentials, through self-sovereign identity. This is especially useful where AI systems need to interface with other tools that might not be as trustworthy as the core system.

Blockchain principles can also support data exchange in federated learning systems, where data is shared between different machine learning platforms. Blockchain can establish the validity of this data while still preserving its integrity and user privacy. This means that AI can be trained on data that is consistent and robust – without breaking trust.

There are a huge number of applications for this kind of technology, but unfortunately, it’s not all plain sailing.

Blockchain’s Challenges

The industry is undergoing a huge change today. Interest in stablecoins – a crypto asset which is attached to the value of a more stable asset like a traditional (fiat) currency or other physical commodity – has quadrupled since October 2025. Large, well-established organisations are considering what private and public blockchains can do for them, which could ultimately have a positive and stabilising impact on the regular bear and bull cycle that the crypto market experiences.

However, some more negative parts of blockchain’s legacy persist. Almost two thirds (61%) of our research sample said that concerns about blockchain’s credibility were having an impact on its integration into the enterprise ecosystem. This includes blockchain’s links with the more unsavoury side of cryptocurrency, including cybercriminal activity. Over half (54%) simply said that there wasn’t enough understanding about blockchain’s capabilities and what it could really do, holding IT decision-makers back from making the most of it.

At the same time, this isn’t a one-way street. AI’s capabilities – in particular, automated, agentic AI – can carry out blockchain activities without needing user input. For example, AI can issue transactions or analyse data and summarise it for monitoring systems. There is tremendous potential for AI to support many different parts of the blockchain ecosystem, summarising trends, automatically carrying out tasks, or executing smart contracts without human intervention.

A Mutually Beneficial Relationship

Blockchain and AI have enormous potential to support each other. There are some organisations already starting to integrate blockchain into AI and vice versa, but it will still be a number of years before the relationship is mature. That said, two-thirds of the Web3 experts we surveyed (67%) believed that it’d take roughly one to four years, with only eight percent saying that it might take five to six years.

Indeed, given the enormous benefits that blockchain can bring to AI, not to mention the rapidly increasing acceptance of blockchain technologies across the financial sector in particular, the convergence of these two technologies is almost inevitable. If we can push past the challenges, the future is bright for both blockchain and AI.

Learn more at ovhcloud.com

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto
  • Data & AI
  • Digital Strategy

Author

Brian Gaynor

Published

20 May 2026

Estimated Read time

5Mins

Brian Gaynor, European Chief Executive at BlueSnap, on why the future of European payments sovereignty may ultimately lie in fundamentally reshaping the terms under which existing networks operate

The recent move by UK bank bosses to explore alternatives to Visa and Mastercard has reignited a long-running debate about payments sovereignty in Europe. At its core, the initiative represents a recognition that the continent’s financial infrastructure is overly dependent on two US-controlled networks, a vulnerability that carries both economic and geopolitical risk.

The strategic logic is sound. Across Europe, governments are increasingly scrutinising their dependence on American technology and infrastructure. From enterprise software to cloud services, the push to develop sovereign capabilities is gaining real momentum, exemplified by moves such as the German state of Schleswig-Holstein’s decision to phase out Microsoft 365 in favour of open-source alternatives. It was only a matter of time before payments, arguably one of the most critical layers of economic infrastructure, came under the same lens.

As the world’s two dominant payment processing networks, Visa and Mastercard exert enormous influence over global commerce. For the UK and Europe, that level of concentration raises legitimate concerns about market control, pricing power, and the strategic vulnerability of relying on infrastructure governed from abroad. Financial institutions and regulators are right to take these concerns seriously and to explore what alternatives might look like.

But recognising the problem is one thing. Solving it is quite another. The difference between payments and other areas of technology is fundamental, and in its current form, Europe’s bid for greater payments autonomy faces formidable obstacles. Obstacles that no amount of political will alone can overcome.

Beyond a technology problem

Payments are fundamentally different from other areas of technology. Unlike enterprise software, there is no straightforward ‘open source’ equivalent waiting in the wings. Building a viable alternative to global card schemes is not just a technical undertaking; it requires merchants, consumers, and banks to adopt it simultaneously.

To date, the most credible European initiative aimed at reducing US dependency has been Wero, a unified European account-to-account digital wallet and instant payment system which is being rolled out across the region. However, it remains limited in scope. It is not yet available across the entire EU, has only recently begun supporting eCommerce payments, and does not yet offer key capabilities, such as Near Field Communication (NFC). 

Interoperability with other local schemes is planned, but meaningful traction will take time and will likely require sustained government backing. Even then, success is far from guaranteed.

The adoption paradox

The fundamental issue is adoption. For any new payment system to succeed, it must achieve simultaneous scale among consumers and merchants. Without a sufficiently large number of users on both sides, any new payment scheme will struggle to compete. Consumers and merchants in the UK and Europe are deeply accustomed to card payments, and there is little incentive to switch unless the alternative offers a significantly better experience. At present, it is not evident that this is forthcoming – card acceptance is deeply embedded, secure and cost-effective, making it a difficult incumbent to displace. Indeed, previous regulatory interventions limiting interchange fees in Europe have made card processing extremely cost-effective and removed a typical entry point for a challenger to win on price. 

Comparisons to systems like Unified Payments Interface (UPI) in India or Pix in Brazil are often cited, but they are misleading. In both cases, adoption was driven by the shift away from cash rather than by the displacement of well-established card networks. In both countries, card penetration was much lower than it is in the UK and Europe. By contrast, the UK and Europe already have highly mature card ecosystems, making behavioural change far more difficult.

Pragmatism over ambition

Instead of pursuing outright replacement, businesses should prioritise building resilience. Governments are already advising citizens to keep cash on hand for emergencies, highlighting concerns about systemic vulnerabilities, ranging from connectivity failures to wider infrastructure risks. For merchants, this means diversifying payment options and working with providers that can offer alternative routing in the event of scheme outages.

In the longer term, the most realistic outcome is not the displacement of Visa and Mastercard, but their transformation under regulatory pressure. Government intervention could drive greater localisation of processing within the UK and Europe, enabling the use of local technology and intellectual property rights to operate schemes more locally while remaining aligned with global networks. Such a shift would resemble arrangements that existed before Visa Inc. acquired Visa Europe, restoring a measure of regional control without severing ties to the wider global payments ecosystem. It would also address the core concern driving this debate: that critical financial infrastructure should not be entirely subject to decisions made outside of Europe.

This kind of structured adaptation would allow governments to address concerns about sovereignty and resilience while preserving the considerable benefits of globally integrated payment networks, a pragmatic compromise that serves the interests of all stakeholders.

The future

The ambition to develop credible alternatives to the Visa-Mastercard duopoly is justified, and the UK banking sector is right to be raising the issue. But the expectation that new schemes will meaningfully supplant entrenched global networks underestimates just how deeply embedded card payments are in European economic life. Unlike in markets such as India or Brazil, where digital payment adoption was built on replacing cash, the UK and Europe face the far harder challenge of displacing systems that already work well for most users. For Visa and Mastercard, adaptation under sustained regulatory and political pressure is the far more likely outcome than displacement. The future of European payments sovereignty may ultimately lie not in building something entirely new, but in fundamentally reshaping the terms under which existing networks operate.

Learn more at bluesnap.com

  • Digital Payments
  • Neobanking

Author

Daniel Broadhurst

Published

19 May 2026

Estimated Read time

4Mins

Daniel Broadhurst, Commercial Director at Finova, on why the revolution in retail savings distribution may be quiet, but it’s reshaping competitive dynamics in ways that deserve front-line strategic attention, not afterthought status

After two decades working across banking and FinTech, I’ve watched the same investment debate play out repeatedly. When budgets are tight, modernise lending first. Lending drives visible revenue, attracts broker attention, dominates board discussions. Savings, by contrast, gets treated as operational infrastructure: important, but rarely strategic.

But that thinking is starting to shift, and for good reason. Rising funding pressures, increasingly rate sensitive customers and the rapid expansion of savings aggregator platforms are reshaping how deposits are gathered and retained. As a result, some institutions are beginning to question whether lending should always be the starting point for transformation.

How the Market has Evolved

Savings marketplaces such as Hargreaves Lansdown Active Savings and Flagstone have fundamentally changed how deposits move around the market.

Customers can now compare and open accounts across multiple banks through a single digital interface. For savers, that feels completely normal, no different from comparing flights or switching energy suppliers. For banks and building societies, however, it shifts control. Funding is no longer driven by brand strength or branch presence, but by visibility and competitiveness on a digital marketplace.

This became particularly obvious when rates rose sharply in 2022 and 2023. Savers became far more sensitive to small differences in pricing, and institutions without marketplace presence found themselves invisible to active customers. Today, not being present on marketplace platforms means being invisible to active customers. And if you are present but slow to update pricing or onboarding, you could fall out of contention within days.

At the same time, funding economics have changed. In a higher-for-longer rate environment, small delays in repricing can have a material P&L impact. If rate changes require manual workflows and weeks of coordination, cost of funds or deposits move elsewhere. Marketplace platforms also reduce acquisition costs by reaching customers who are actively searching for high yields, rather than relying on expensive brand campaigns or branch networks.

For many mid-tier lenders and building societies, savings has shifted from being a passive funding pool to an actively competitive marketplace.

Where Technology Makes the Difference

But participating in these marketplaces requires more than just a commercial agreement. Without the right technology infrastructure, institutions risk being shut out of what’s quickly becoming a standard distribution channel for retail savings.

To genuinely benefit from these marketplaces, institutions need systems that can keep up: digital onboarding, rapid rate updates, automated account opening.

Institutions still reliant on manual processes or inflexible legacy systems struggle to compete at that speed. There’s a growing gap between those who can use marketplaces as a flexible funding channel and those held back by their architecture. Technology doesn’t just improve efficiency anymore. It determines who can compete.

Should Savings Come First?

None of this diminishes the importance of lending transformation. But it does challenge the assumption that lending must always come first.

Savings transformation projects tend to be shorter and less operationally complex. There’s no underwriting engine to rebuild, no broker integration to manage, no capital modelling layer to rework. That typically means faster implementation and less organisational disruption.

The commercial case is fairly straightforward. Automation reduces operational costs, marketplace participation expands distribution, faster repricing lowers funding drag. These outcomes are measurable and predictable. Lending transformation ROI, by contrast, often depends on volume growth assumptions that may not hold in volatile markets.

For institutions with stable lending operations but facing funding pressures, prioritising savings can be a pragmatic strategic choice, not a secondary consideration.

Turning Technology into an Advantage

The most forward-thinking institutions aren’t simply digitising existing savings processes. They’re rethinking product and distribution design from the ground up.

Modern platforms make it far easier to introduce and refine savings products without the delays that traditionally slow banks down. Instead of taking months to launch something new, institutions can configure products in days, adjust pricing by balance or customer segment, and manage promotional rates automatically, all from the same underlying system. The same core platform can support direct, branch and marketplace channels, creating consistency across distribution whilst avoiding duplication behind the scenes.

This kind of flexibility means banks can respond to changing market conditions without triggering complex internal processes. Products can be tested, inflows monitored and pricing refined as conditions evolve, rather than being locked into rigid structures that are difficult to adjust.

What this Means for Banks

Of course, technology alone doesn’t deliver this shift. The institutions seeing the greatest benefit are those treating savings as a strategic capability rather than a back-office function.

This isn’t about choosing savings over lending indefinitely. Both sides of the balance sheet need modern infrastructure. But the sequencing decision matters. Institutions investing in savings capabilities now are positioning themselves for stronger funding flexibility, better data, and access to distribution channels that are rapidly becoming standard.

The revolution in retail savings distribution may be quiet, but it’s reshaping competitive dynamics in ways that deserve front-line strategic attention, not afterthought status.

Learn more at finova.tech

  • Digital Strategy
  • InsurTech
  • Neobanking

Author

Maxime Vermeir

Published

18 May 2026

Estimated Read time

6Mins

Maxime Vermeir, Vice President of AI Strategy at ABBYY, on how organisations can build a faster and more resilient approach to KYC compliance

“Know Your Customer” (KYC) used to feel as painfully slow as dial-up internet, but it doesn’t have to be that way any more.

KYC is the process organisations use to verify the identity of their customers, assess risk, and ensure compliance with regulations such as AML (Anti-Money Laundering) and counter-terrorist financing laws.

Today, it’s about more than compliance. It’s a critical trust and customer-experience driver. Financial institutions, insurers, and fintechs use KYC to build confidence, protect their brand, and deliver frictionless onboarding experiences that feel more like Apple Store checkout than DMV purgatory.

However, organisations face an increasingly challenging landscape.

Regulatory pressure is intensifying. The July 2027 EU AML Regulation, for example, will harmonise standards across all member states, introducing stricter requirements for beneficial ownership data and ongoing due diligence.

At the same time, customer expectations have shifted dramatically. People expect to open accounts or complete onboarding in minutes, not days. Fraud and identity theft are growing. Deepfakes, synthetic IDs, and digital manipulation make verification more complex and costly than ever.

Against this backdrop, many organisations struggle to keep pace. Inefficient processes, fragmented systems, and manual checks create delays, increase risk, and damage the customer experience. We examine the six deadly sins of KYC compliance and how organisations can address them to build a faster and more resilient approach.

Fragmented, Siloed KYC Workflows

    KYC processes often span multiple systems, from CRM to AML, to onboarding portals and case management. A lack of integration between these different areas creates more work, with data capture often duplicated, and SLAs missed. Teams have no unified view of onboarding performance.

    Disconnected databases, inconsistent standards, and repetitive customer documentation cause onboarding friction, high operational costs, and gaps that fraudsters can exploit with alarming speed.

    To combat these risks, organisations need to implement end-to-end visibility across fragmented workflows. The easiest way to achieve this is through AI-powered Process Intelligence tools. These tools can reveal bottlenecks, improve communication between teams, and avoid the risk of repeating time-consuming work.

    Manual Document Handling and Validation Bottlenecks

    Most onboarding delays occur during document intake and validation. Human review teams spend hours checking IDs, proof of address, and corporate records, often working across multiple systems and formats. This introduces inconsistencies, with decisions likely varying between reviewers, and increases the likelihood of errors or missed details.

    The process is also resource-intensive and difficult to scale. As volumes increase, manual reviewers either become bottlenecks or require additional headcount, pushing up operational costs. Long cycle times mean customers wait, which can lead to drop-off, frustration, and reputational risk to the organisation.

    Automating document classification, extraction, and validation can mean the difference between success and failure, even for complex, multi-page corporate KYC packs. These systems leverage intelligent workflows and advanced data processing to accurately sort documents, extract critical information, and standardise it in real time.

    This not only reduces manual effort but also significantly minimises human error, identifying missing fields and inconsistencies before submission. AI tools for regulatory automation and fraud checks enable higher rates of first-pass compliance and faster document processing. This means less time spent on manual reviews and a faster overall process.

    Lack of Process Visibility and Control

    Compliance and operations teams at financial services organisations often lack real-time visibility into where a customer’s onboarding file sits in the process or how long it has been at each stage. Information typically spreads across systems, inboxes, and manual trackers, making it difficult to build a clear view of progress.

    As a result, it’s difficult to pinpoint the problem when delays happen. This lack of transparency makes it harder to meet SLAs or prepare for audits. Teams may only realise there’s an issue once deadlines are missed or escalations occur.

    Process Intelligence provides real-time monitoring of onboarding KPIs, including time per stage, rework rates, and failure points, and allows teams to simulate process improvements. It creates a complete digital audit trail of every step, supporting both operational management and regulatory compliance.

    Better visibility makes it easier for organisations to maintain control, prove compliance, and deliver a predictable customer experience.

    Inconsistent Execution Across Regions and Business Lines

    In many businesses, each branch or business unit follows slightly different onboarding procedures, often shaped by local practices, legacy systems, or different interpretations of compliance requirements. While these variations may seem small individually, together they increase fragmentation across the organisation.

    This can lead to inconsistent customer experiences and non-uniform compliance documentation. One customer may be onboarded quickly, while another similar customer faces delays or repeats because a different team or location handles them. Over time, this erodes trust and makes the organisation look disjointed and unpredictable.

    Best-practice workflows must be standardised enterprise-wide, and all data and documentation should adhere to consistent formats and validation rules across jurisdictions. This is where Process Intelligence excels, benchmarking and comparing process execution across teams, countries, and products, and highlighting deviations from policy.

    Slow Remediation and Periodic Review Cycles

    When periodic reviews or remediation campaigns begin, teams struggle to find and validate the information they need. Customer records may be spread across multiple systems or stored in inconsistent formats, making it difficult to quickly identify what is missing.

    Manual checks only make things worse. Reviewing large volumes of records is time-consuming and repetitive, increasing the likelihood of human error. As workloads increase during remediation campaigns, these risks multiply.

    A better approach is event-driven (pKYC) automation. Instead of relying on periodic reviews, it detects changes in customer data and automatically triggers the right review workflows. Intelligent document processing (IDP) can quickly revalidate and update documents, while process intelligence tools track progress, flag exceptions, and ensure tasks are completed on time.

    Proving Compliance and Audit Readiness

    Regulators increasingly expect organisations to demonstrate full transparency across their KYC processes, including clear data lineage, time-stamped actions, and explainable decision-making. This is particularly true where AI or automation is involved.

    It is no longer sufficient to show that checks were completed. Firms must be able to evidence exactly how data was collected, transformed, verified, and used at every stage of the customer lifecycle. However, many organisations lack this end-to-end audit view. KYC processes are often fragmented across multiple systems, and as a result, audit trails are incomplete or difficult to reconstruct.

    Process Intelligence maintains a comprehensive record of every process step, decision, and exception, while IDP provides field-level traceability, showing where each data point came from and how it was verified.

    Using AI-powered tools that combine process intelligence with document processing makes KYC faster, easier, and more accurate. It means customers can be onboarded more quickly and mistakes are reduced, making the whole KYC process easier to track and audit. Organisations can trust that they comply with regulations while building trust among customers and giving them a smoother, better experience.

    Learn more at abbyy.com

    • Cybersecurity in FinTech
    • Digital Payments

    Author

    Dan Brightmore

    Published

    12 May 2026

    Estimated Read time

    5Mins

    Q&A – Inez Berkhof-Hollander, EMEA Vice President at the global B2B payments network TreviPay discusses the future for B2B payments

    Your research with 550 senior UK and European business buyers found that AI is now widely used in B2B payments. Where is it being implemented, why, and are there any risks here?

      “What we’re seeing is that AI adoption in B2B payments is less about experimentation and more about removing friction from complex, high‑volume processes that were historically manual. We see AI currently mostly used on the AP side, not so much on the AR side yet.

      Today, AI is most commonly applied in three areas: invoice processing and data extraction; payment routing; and reconciliation. The undervalued opportunity is still on the AR side. For exception handling, dispute management and in credit and risk decisioning. These are all pain points where accuracy, speed and scale really matter. Particularly in industries with high invoice volumes or complex payment terms.

      The business driver is clear… Suppliers want faster time to cash. Buyers want fewer errors and disputes. And finance teams want better cash predictability.

      That said, the risk isn’t the technology itself – it’s how it’s governed. In B2B, when AI decisions sit close to credit, compliance and customer relationships; black‑box models without explainability, or automation without appropriate guardrails, can introduce operational and regulatory risk. The most effective applications we see are those where AI augments human decision‑making. Rather than replacing it entirely, there is clear auditability and accountability built in.

      In other words, AI is already delivering tangible value in B2B payments, but the winners will be those who treat it as an enterprise capability, not just a standalone feature.”

      Looking wider – the research also examined friction within the payments process. What were the most important areas that suppliers can leverage to their competitive advantage?

        “One of the clearest signals from the research is that payment experience has become inseparable from the overall customer experience and the commercial relationship.

        The biggest opportunities sit at the intersection of flexibility and predictability. Suppliers that make it easy for buyers to pay – through compliant and accurate invoicing, aligned payment terms, and transparency throughout the lifecycle – are easier to do business with as they reduce disputes and accelerate cash flow. Hence, ultimately they will increase customer loyalty.

        What’s interesting is that many of these levers are not new, but they are finally being treated as strategic. Invoice accuracy, payment visibility, dispute resolution, and alignment between sales and finance are no longer just operational hygiene; they are differentiators. In competitive markets, the ability to offer consistent terms across regions, customized invoicing or reporting or to accommodate how buyers want to pay without creating internal complexity, is increasingly decisive.

        From an O2C perspective, friction often appears at handovers: from order to invoice, from invoice to payment, and from payment to reconciliation. Suppliers that invest in smoothing those transitions – rather than optimising individual steps in isolation – are better positioned to compete on experience without eroding margin.”

        Your report shows 82% of buyers value invoice customisation. Why has something traditionally seen as back-office admin become such a decisive competitive factor?

          “Because invoices are no longer just accounting documents – they’re a key part of the buyer experience.

          In B2B, invoices often trigger downstream processes on the buyer side: approval workflows, ERP/PO matching, compliance checks, and even cash forecasting. When invoices don’t align with a buyer’s internal requirements – whether that’s formatting, data fields or references – friction is inevitable. That friction shows up as delayed payments, disputes, and strained relationships.

          What the 82% figure really tells us is that buyers are under pressure themselves. Finance teams are expected to do more with less, manage risk more actively, and support the wider business – all while maintaining control. Invoice customisation helps them do that.

          For suppliers, this is a powerful insight. Meeting buyers where they are, instead of forcing one‑size‑fits‑all processes, has moved from ‘nice to have’ to a strategic necessity. It’s also a clear example of how O2C capabilities directly support revenue protection and growth – not just operational efficiency.”

          What was the regional difference in your data that surprised you the most?

            “What stood out most was not just what differs by region, but why.

            Across Europe, Pay by Invoice (or ‘Net Terms’) remains dominant, but the expectations around speed, visibility and automation vary significantly. In some markets, buyers are primarily focused on control and compliance; in others, on efficiency and working capital optimisation. Regulatory maturity, banking infrastructure and ERP penetration all play a role in shaping those expectations.

            What surprised me was how consistently these regional nuances translate into different definitions of ‘good experience’. The markets that move fastest are not necessarily those with the most advanced technology, but those where finance, procurement and payments strategies are more closely aligned.

            For suppliers operating pan‑European or globally, this reinforces the importance of flexibility. A single market‑specific approach rarely scales. The winning strategies are built around a common O2C backbone, with local adaptability layered on top.”

            Pay by Invoice remains dominant in Europe, but you also highlight digital wallets and even stablecoins. How do you see the payment mix evolving over the next 3-5 years?

              “Pay by Invoice will remain the backbone of B2B payments in Europe for the foreseeable future. And that’s not a sign of stagnation, but of trust in a model that supports credit, risk management and commercial flexibility at scale.

              Where we will see change is behind the scenes. Greater digitisation, faster settlement, and better integration between invoicing, payments and reconciliation will progressively modernise how Pay by Invoice operates.

              When it comes to alternative instruments like stablecoins, the conversation is still early, but it’s becoming more serious. Their potential value lies in settlement efficiency and cross‑border use cases, rather than replacing core commercial constructs like trade credit. Whether they become relevant at scale will depend on regulation, risk frameworks and clear economic benefit for both sides of the transaction.

              What’s important is that B2B payment evolution will be pragmatic, not disruptive for its own sake. Buyers and suppliers will adopt new rails where they reduce friction or risk – not because they’re new, but because they meaningfully improve the O2C lifecycle.

              Learn more at trevipay.com

              • Artificial Intelligence in FinTech
              • Digital Payments

              Author

              Alex Taylor

              Published

              11 May 2026

              Estimated Read time

              4Mins

              Alex Taylor, UK Managing Director at Mangopay, on why the future of payments will not be defined by how quickly money moves, it will be defined by how intelligently it flows

              Stablecoins are the payments industry’s latest obsession. But if you listen closely, most of the conversation sounds strangely familiar: faster settlement, cross-border transfers and quicker access to funds.

              Speed is consistently positioned as the key benefit, but it’s no longer a differentiator because speed, on its own, isn’t transformative. Payments have been getting faster for years. Real-time rails are expanding globally, card networks continue to optimise settlement cycles, and even legacy infrastructure is evolving to reduce friction. Competing on speed alone is no longer enough to change how platforms operate.

              What stablecoins introduce is something far more significant: programmability.

              Beyond Movement to Logic

              Traditional payments move money from A to B and execute instructions. But programmable money does something different; it embeds logic into the transaction itself.

              This means payments can be conditional, automated, and responsive. Funds can be released based on events, split across multiple parties according to predefined rules, or held in escrow until specific criteria are met. The payment is no longer a final step in a process – it becomes part of the process itself.

              For platforms and marketplaces, this is where the real opportunity lies.

              Most platform-based payment flows aren’t simple transactions. They involve multiple stakeholders, dependencies, and conditions that sit outside the actual payment. Today, managing that complexity requires layers of reconciliation, manual intervention, and often fragmented infrastructure.

              Programmability changes that. Revenue can be split instantly at the point of transaction, escrow can be automated without bespoke workflows, and payouts can be triggered dynamically based on factors like delivery, milestones, or performance.

              It’s fair to say that stablecoins bring control into multi-party payments and rethink how money moves through a platform.

              The Missing Layer: Governance

              There is, however, a tendency to treat programmability as inherently beneficial. But without control, programmable money may introduce new risks just as quickly as it creates new possibilities.

              Stablecoins operate on transparent, public blockchains. Once a wallet address is linked to an identity, transaction histories become visible. That raises immediate questions around privacy, compliance, and data protection.

              At the same time, automation increases the stakes. If a rule is poorly defined or exploited, the impact spreads across the entire funds distribution flow. This is why programmability needs a governance layer built around it. Identity verification, compliance controls, and user-level permissions are what make programmable money usable in a regulated environment.

              Why Wallets Matter More Than Tokens

              The real bridge between fiat and stablecoins is actually the wallet, not the token. Programmable wallets provide an environment where both fiat and crypto can coexist under the same set of rules. A platform can manage revenue splits, fund holding, and payouts across different currencies and rails within a single system. It can integrate stablecoins where they add value, without reworking its entire payments stack or becoming a crypto-native business.

              A Targeted Role for Stablecoins

              The role of stablecoins in payments will be significant, but not universal. They are particularly well-suited to use cases that require transparency and efficient multi-currency handling. Cross-border treasury management, platform-based fund distribution, and real-time settlement between multiple parties are clear examples.

              At the same time, traditional rails will continue to serve many use cases effectively. The future is not about replacing existing rails but adding stablecoins to the payment mix where it makes sense.

              Platforms will need to decide which rails to use when and manage these decisions seamlessly behind the scenes.

              Privacy Will Influence Adoption

              Public blockchain infrastructure is transparent by design. While this enables traceability, it also creates tension with growing expectations around data protection and regulatory compliance.

              Stablecoins do not offer anonymity in the way cash does. Once identity is linked to a wallet, activity can be traced. For mainstream adoption, this model will need to evolve within a framework that balances transparency with privacy.

              So again, we return to the role of infrastructure. Without the right controls in place, programmability becomes difficult to scale in regulated markets.

              Stablecoins: From Speed to Intelligence

              So the value of stablecoins is reflected in how they allow money to move based on a certain logic.

              For platforms, it unlocks a different way of operating. Payments become embedded into workflows, automated at scale, and aligned with how value is actually created and distributed.

              Stablecoin adoption is not a main concern. The focus should be on integrating them into a governed, programmable infrastructure that makes them usable in the real world. Because ultimately, the future of payments will not be defined by how quickly money moves, it will be defined by how intelligently it flows.

              Learn more at mangopay.com

              • Blockchain & Crypto
              • Digital Payments
              • Neobanking

              Author

              Kartik Venkatesh

              Published

              6 May 2026

              Estimated Read time

              4Mins

              Kartik Venkatesh, Global Head of Innovation at GBG, argues that cyber resilience must be built around people, not systems

              For years, financial institutions built walls around their systems – firewalls, encryption, and network monitoring designed to keep the intruder out. But in 2026, the new battleground for fraud isn’t in the network or the cloud; it’s in the individual. The fastest developing point of attack is no longer infrastructure – it’s identity.

              Generative AI-driven fraud in the U.S. alone is expected to hit $40 billion by 2027, according to Deloitte. The tools of deception have been democratised, industrialised, and globalised. So as AI agents, synthetic identities and deepfakes blur the line between real and imitation, financial services must shift their focus away from ‘how do we protect our systems?’ to ‘how do we trust our people?’

              The Globalisation of Fraud

              Fraud has always been an international sport, but AI has made it an industry. Cyber threats often spread rapidly across regions and industries, shape-shifting thanks to advances in technology. CIFAS reported a record number of fraud cases in the first half of 2025 and pointed to the availability of AI tools as a key reason.

              GBG’s Global Fraud Report found that 96% of fraud prevention professionals are concerned about the industrialisation of fraud, with 79% seeing a significant rise in sophistication over the past year. Fraudsters today are not lone opportunists; they’re coordinated, tech-savvy, and now powered by automation.

              Deepfakes epitomise this shift. Using advanced generative AI techniques (including GANs and diffusion models), criminals can create hyper-realistic videos and images that mimic genuine human behaviour. Popular apps like Deep-Live-Cam and Reface offer plug-and-play capabilities that can inject fake faces into authentication systems in seconds. This isn’t a fringe risk, 71% of fraud professionals in EMEA have expressed concern about deepfake threats, while regulators like the EU are responding through frameworks such as DORA (the Digital Operational Resilience Act) which explicitly push institutions toward operational and identity resilience.

              These attacks strike at the heart of trust. The questions financial institutions must now answer are deceptively simple: ‘Can I trust that the person I see on the screen is real?’ ‘Can I trust that this ID is not fake?’ The barrier of resilience is set at how confidently and quickly they can say “yes.”

              Synthetic Identity: The Art of Invisible Fraud

              Synthetic identities – fabricated personas built from real and fake data – represent one of the most profitable forms of digital fraud today. Deloitte estimates the average payoff from a synthetic identity fraud case in the U.S. is between $81,000 and $98,000, with fraudsters now using generative AI to make these identities eerily convincing.

              Unlike stolen identities, synthetics evolve. They age in the system, build credit, and interact with institutions just like genuine customers. What makes this form of fraud particularly insidious is its invisibility. Unlike with traditional identity theft, the identity doesn’t belong to a real person, so there is no one to report suspicious activity.

              That’s where behavioural identity comes in. The future of verification isn’t about what a person has (an ID) or knows (a password), but how they behave. Micro-patterns in typing rhythm, device use, and even navigation paths form part of a behavioural fingerprint that’s extremely difficult to replicate at scale. When combined with biometric and contextual data, this builds a dynamic, living model of trust – a security perimeter shaped not by static credentials, but by human nuance.

              Beyond Biometrics: Building Trust Without Friction

              Security works best when you barely notice it. Yet seamlessness must never mean vulnerability. That’s the paradox at the centre of modern digital finance: how do you protect without obstructing?

              Biometric identity verification offers an answer. Face and voice recognition systems, combined with document authentication, are now essential tools in fighting fraud and meeting regulatory expectations. But not all biometrics are equal. As deepfake technology advances, even the most human identifiers – our faces, our voices – can be mimicked.

              To defend against this, leading institutions are adopting liveness detection – technology that identifies subtle biological markers like blood flow, skin texture, and light reflection to confirm a user’s genuine presence. Passive liveness detection achieves this invisibly, verifying authenticity without forcing the customer to blink or nod into a camera. It’s the intersection of security and simplicity: frictionless defence at machine speed.

              This kind of advanced biometric intelligence doesn’t just deter fraud, it strengthens customer relationships. Real-time, omnichannel verification lets people move effortlessly between digital and physical channels, while AI-driven anomaly detection flags risks before they become breaches.

              Done right, identity verification becomes both a safeguard and a customer experience advantage.

              A New Kind of Resilience

              Throughout history, disguise has been the villain’s oldest trick. Today, AI gives that trick infinite new faces. But the same intelligence that enables deception also empowers defence.

              At GBG we’ve seen firsthand how behavioural and biometric intelligence are reshaping fraud defence, shifting from static verification to continuous authentication.

              Cyber resilience in finance will no longer hinge on perimeter walls or system redundancies. It will depend on the ability to recognise the genuine in a world of perfect forgeries. Behavioural, biometric and contextual intelligence – combined into a single trusted identity fabric – is the foundation of that future.

              Learn more at gbg.com

              • Cybersecurity in FinTech

              Author

              Karen Allan

              Published

              5 May 2026

              Estimated Read time

              4Mins

              Karen Allan, Head of FinTech at HaysMac, on why building a company that can scale and stay ahead of regulation needs an auditor

              In August 2025, the FCA launched a considerable overhaul of the safeguarding regime for payments and e-money firms. The result? PS12/25, a policy statement that makes clear the significant new expectations under CASS 15.

              CASS 15 covers any firms which hold relevant funds above the qualifying threshold of more than £100,000, within a 53-week period, or expect to. As the May 7th deadline nears, firms can no longer ‘wait and see’. The requirement for a first CASS 15 audit is on its way, and for a firm to put its best foot forward, the preparation needs to start now.

              Be Prepared for CASS 15

              The new regulation is a big shift from the existing regime, and the requirement for a regulatory audit by a statutory auditor will make a considerable impact. The FCA has outlined extensive rules, and firms must comply with these ahead of the 7 May.

              These changes include the need for daily reconciliations, as well as monthly reporting requirements on safeguarding funds. Planning for firm failures will also be a requirement, via a CASS 15 resolution pack. Similarly, there is the clear provision for the first CASS 15 audit to be completed within 6 months.

              Many FinTech firms are run with as few employees as possible, as a way to stay agile. Under CASS 15, this won’t be as simple. Firms need to make sure they are structured correctly, with the right people in the right positions. Management also needs to lead by example, by supporting on regulatory oversight and compliance. The right tone and messaging from the top is particularly important.

              Making the Right Partnerships

              The new changes make a significant difference, and firms should start working with both a compliance advisor, to support with preparedness reviews, and a statutory auditor, to deliver CASS 15 audits. Finding a team of advisors who understand the rules and requirements in the new world of CASS 15 is key. By establishing strong partnerships now, firms can have a valuable outsourced ‘head of compliance’ to support further down the line. These can be crucial through rule mapping, for example, to identify problems, propose solutions, and deal with structural concerns a firm may have.

              The best time to bring in an auditor before CASS 15 would’ve been when the policy was first launched, but the second-best time is now. Management should be engaging with auditors now who provide CASS 15 audits, to ensure they perform the right due diligence in identifying and bringing in the right partners for the job.

              Compliance teams and directors should also be asking the right questions. Resources are an important concern, and when choosing an auditor, working out whether they can perform regular audits well, at all stages of a business scaling up, is vitally important. It may seem obvious, but is still foundational. Whether an auditor has the know-how to perform in the new CASS 15 world is key to consider.

              Communication is the Key

              These conversations should be starting now. Multiple advisors should be in the conversation to find the right match. Each firm is unique, and the audit and financial challenges they face will be different. Setting up a foundation of collaboration now makes sure that this will continue going forward.

              The first year of a CASS 15 audit will not be easy. There will likely be a learning curve for the sector as a whole. Most likely, there will be breaches across the industry, and these will be reportable to the FCA. There are therefore likely to be difficult conversations needed with auditors.

              Setting up advice and compliance partnerships now is important to avoid disappointment once we reach the 7 May. Starting the groundwork early, and allowing auditors to understand the firm’s entity, means they will more easily be able to recognise risk areas. This helps in developing a CASS 15 audit strategy, which in itself can be an advantage. All stakeholders can ensure that audit work is completed well within the deadline.

              CASS 15 is not just an exercise for compliance. It’s an opportunity to use robust governance as an advantage ahead of the rest of the market. The new rules will be an unknown to both firms and investors, and getting your house in order first shows reliability and discipline to investors. In an industry where actions are louder than words, this is very important.

              Many firms are now looking to strengthen their compliance at the cutting edge of fintech. If you want to stay ahead of the curve on regulation, and build a company that scales with confidence, approaching an auditor is an obvious next step.

              Learn more at haysmac.com

              • Digital Payments

              Author

              Dan Brightmore

              Published

              Estimated Read time

              4Mins

              Asia’s FinTech ecosystem reached new heights with breakthrough announcements and industry-defining moments that will reshape the region’s financial landscape

              Money20/20, the world’s leading FinTech show and the place where money does business, concluded three days of industry‑shaping conversations. High‑impact networking, and packed stages were seen across three days from April 21–23 at the Queen Sirikit National Convention Center (QSNCC) in Bangkok, Thailand.

              Money20/20 Asia – 2026

              This year’s show welcomed over 4,500 attendees, a 40% increase in its third year. With over 360 speakers delivering over 100 hours of content across four stages. A very busy Money Hall show floor brought together delegates, sponsors and exhibitors from 90 countries. Across the show floor, companies reported a surge in commercial activity, with hundreds of partnership meetings, product demos, and investor conversations driving tangible deal‑flow throughout the three days. 

              “Money20/20 Asia is where Asia does business. The record attendance we’re seeing, combined with our relentless focus on quality – of audience, conversations, content, and experience – is translating into real partnerships and outcomes for the leaders shaping the future of financial services in the region. It’s why we are firmly established as Asia’s #1 quality FinTech show.” Danny Levy, Money20/20’s Executive Vice President & Managing Director for Money20/20 Asia and Middle East.

              Headline Sessions

              AI, cross‑border payments, digital banking, and the accelerating rise of digital assets, including stablecoins, tokenisation, and CBDCs shaped the headline sessions at Money20/20 Asia. Leaders from global banks, FinTechs, and regulators unpacked these themes across discussions on trust in banking, invisible finance, intelligent infrastructure, the future of digital banks, and ASEAN’s sustainability transition. 

              “Our goal is not just to digitise finance, but to humanise it,” said Daranee Saeju, Assistant Governor, Bank of Thailand, reinforcing the event’s focus on people‑centred innovation and trusted digital ecosystems. 

              These themes came to life across the agenda’s most talked about sessions. On Day 1, Technology, Trust and the Future of Banking in Asia brought together Scarlett Sieber of Money20/20 and Kattiya Indaravijaya of KASIKORNBANK to explore how modern infrastructure and AI‑driven intelligence are redefining trust and resilience in banking. “Uncertainty is a new normal. Banking will exist, but the way banks have to do the business will totally change,” said CEO Indaravijaya, Chief Executive Officer.

              Day 2 spotlighted the rapid evolution of digital assets with The Rise of Blockchain and Stablecoin Payment Rails, featuring leaders from Uquid, Pantera Capital, VelaFi, and Trace Finance in a forward looking discussion on next‑generation cross‑border payment rails.

              On Day 3, The New Paradigm of Cross‑Border Money Flows and International Expansion saw speakers from Money20/20, TenPay Global (Tencent), Fiserv, and Ant International unpack how Asia’s payment giants are building interoperable, multi‑rail systems to power global expansion. 

              Three Days of Expert Inisghts

              Along with KASIKORNBANK, the programme saw strong participation from leading global and regional banks, with senior executives from Standard Chartered, Deutsche Bank, J.P. Morgan, Citi, and DBS Bank present across the three days.

              FXC Intelligence and Money20/20 presented new findings from The New Era of Asia’s Cross‑Border Payments, underscoring Asia’s rapid growth, rising interoperability, and the convergence of key technologies shaping cross‑border finance. The Press Lunch additionally marked the debut of Money20/20’s new book, The New Intersection of Money – Where TradFi and DeFi Converge, exploring how traditional and decentralised finance are now co‑creating the future of financial services. 

              Money20/20 Asia spotlighted five rising startups Boost Capital, TrustPlus AI, Continuum, Eazy Digital, and zkMe, Money20/20’s Startup pitch winner during its Startup Media Panel. The show also hosted the Startup and Investor Park, where APAC startups met global investors and competed for a Golden Ticket to the 2026 Startupbootcamp Sustainability Singapore Accelerator. The program supports founders with pitching opportunities, investor access, and pathways to scale across Asia’s fast-growing fintech markets. 

              Policy20 at Money20/20 Asia 2026 brought together more than 80 of Asia’s top policymakers, regulators, and industry leaders to address the rise of sovereign intelligence in global finance. In a closed-door Governors’ and Chairs’ Roundtable, participants aligned on three priorities: embedding regional values into global standards, building harmonised but sovereignty‑respecting cross‑border rails, and advancing intelligence‑led governance through AI and real‑time data. 

              After a highly successful third year in Bangkok, Money20/20 Asia has confirmed its return to the Queen Sirikit National Convention Center next year from 27-29 April 2027. 

              • Artificial Intelligence in FinTech
              • Blockchain & Crypto
              • Events
              • Host Perspectives

              Author

              Dan Brightmore

              Published

              30 April 2026

              Estimated Read time

              5Mins

              CoinCover’s Chief Commercial Officer Anthony Yeung on why trust and confidence remain the key barrier to adoption with digital assets

              Stablecoins, tokenisation and decentralised finance (DeFi) have woken traditional financial institutions to the potential of digital assets. This is no longer a fringe idea; there are clear signs that digital assets are rapidly becoming a fixture of the financial system – as 86% of institutional investors already have exposure to digital assets and nine major banks announced plans to launch a euro-dominated stablecoin in September 2025. Consumer demand is also growing, with 820 million crypto wallets live in 2025.

              The scale of demand is undeniable, and the opportunity is clear. However, the question now becomes: can financial institutions offer digital assets with the same standards of security, continuity and recoverability that customers and regulators expect?

              The Institutional Opportunity

              Consumer demand for digital assets is growing, and financial institutions are alert to the commercial opportunities. But the real engine of adoption is broader than retail investment alone. Stablecoins, in particular, are shifting digital assets from a speculative use case into payments infrastructure, with clear relevance for cross-border transfers, settlement and treasury operations. The total value of issued stablecoins is forecast to reach more than $2 trillion by 2028, a surefire sign of their growing role in mainstream financial infrastructure.

              The opportunity for banks and financial institutions is enormous, but it’s also the responsibility of these institutions and regulatory bodies to ensure that digital assets can be accessed in a secure and resilient way. There is clear cause for concern, with an estimated one in five bitcoin – $350 billion worth – now permanently inaccessible due to loss of access. Consumer trust and confidence, therefore, remains one of the main barriers to the widespread adoption of digital assets, and for the sector to mature and scale, and for traditional financial institutions to take full advantage of this opportunity, customers will need assurance that innovation will not come at the expense of their financial security.

              Balancing Regulation and Innovation

              The UK’s digital asset ecosystem is growing rapidly, and regulatory requirements and expectations are developing alongside it. This represents a significant shift in how the UK manages digital assets, and it puts pressure on institutions around compliance, accountability and transparency.

              The Financial Conduct Authority (FCA) has made it clear that the UK is moving towards a comprehensive set of digital asset regulations. The Cryptoasset Regulations 2026, which fully come into force in October 2027, signals a point of maturation for the market, but it also leads to increased pressures for institutions to demonstrate compliance and accountability. Equally, the Bank of England is also pushing forward with plans for stablecoin regulation in association with the FCA under the UK European Market Infrastructure Regulation. This clearly demonstrates that for the UK Government and regulators, consumer protections and preventing loss of access to assets are high on the agenda.

              Institutions are also more likely to scale activity where rules and responsibilities are clear. Done right, regulation doesn’t slow innovation, it gives institutions the structure they need, and as demand is moving in the right direction, there is only one more missing piece.

              Embedding the Right Infrastructure

              Regulation creates the right foundations, but customer trust is earned in the “what if?” moments: what if a customer loses access? What if a key-holder leaves the firm? What if a critical wallet becomes inaccessible during a market stress event?

              Scaling adoption isn’t just about building the right products, it’s about whether customers, counterparties and regulators believe the system will protect them when something goes wrong. That’s where the trust gap appears.

              The expectation across traditional financial assets is that access can be fully recovered if a mistake is made – the ‘forgotten password’ principle – and customers demand the same for digital assets. If you lose your login, misplace your device or make an operational mistake, there is a governed process to restore access and keep critical assets safe. Crypto’s design often flips that expectation; when private keys or seed phrases are lost, access is permanently lost, even if the assets remain visible on-chain. This creates an institutional issue – key loss and process failure are predictable failure modes of any human system, and you cannot build institutional trust on that fragility.

              Self-Custody

              The problem isn’t self-custody itself, it is that self-custody at scale becomes an operational risk transfer. Self-backup remains the number one method by which self-custodied consumers protect their digital assets, but it is not sustainable at institutional scale, and it is unlikely to satisfy regulatory expectations as oversight tightens.

              Institutions need robust recovery technologies and the infrastructure to build confidence and scale effectively – for their own assets and that of their customers. This needs to be incorporated from the start, not added on when something goes wrong, at which point it is already too late. This is particularly relevant as digital assets move towards mainstream adoption, where consumers cannot be expected to be cognisant of the risks of self-custody – principally, the risk of digital assets in a wallet being permanently lost due to a lost seed phrase. Having a viable recovery method as part of an institution’s core infrastructure helps to offset these concerns and puts institutional and consumer security first. Without it, institutions face risk of high-profile losses, inconsistent outcomes and a persistent perception that digital asset innovation comes at the cost of safety.

              In practice, this means layered protection against lost access, matched to the risk profile of each use case, and for consumers, it means a governed path back to access when a seed phrase or device is lost without opening the door to fraud. Institutions need wallet disaster recovery that quickly restores operations and has clear controls over who can trigger recovery is vital. This is a business continuity issue, not a ‘nice-to-have’. A firm that cannot access its own wallets is operationally frozen.

              The Path Ahead

              The institutional opportunity in digital assets is real and growing. But adoption will ultimately be defined by whether traditional finance can deliver trust at scale. Regulation is heading in the right direction, and the UK is establishing a clear framework, but regulation needs to be accompanied by progress in infrastructure. Firms need recovery capabilities that protect assets and maintain access when errors, failures or disruptions occur – the ‘forgotten password’ feature that we are used to in in traditional finance. 

              Pair comprehensive regulation with resilient recovery frameworks, and institutions can finally offer digital assets with the assurance customers expect – that innovation won’t come at the cost of security.

              Learn more at coincover.com

              • Blockchain & Crypto
              • Cybersecurity in FinTech

              Author

              Dan Brightmore

              Published

              29 April 2026

              Estimated Read time

              6Mins

              Andrew Power, Head of UK&I at Tricentis, on why the right approach to AI can deliver the foundation for more resilient, predictable systems

              Artificial intelligence is reshaping software delivery in financial services. Code that once took teams weeks to develop can now be generated and deployed in a matter of hours. This isn’t just about faster delivery; it changes the fundamentals of how software is built and how it behaves in production.

              Financial institutions have moved quickly to integrate AI across core systems, from customer operations to anti-money laundering (AML) and software development to capture efficiency and innovation gains. UK parliamentary evidence shows adoption is already widespread, with the majority of firms using AI, and more planning to follow.

              But as adoption spreads and becomes more embedded within key systems, so does exposure. Risk is no longer confined to individual defects, but shaped by how quickly those defects can spread across interconnected environments.

              AI has removed the limits on how quickly software can be created, but not on how confidently it can be trusted, and financial institutions can now generate and deploy code faster than they can safely validate it.

              This creates a new paradox: AI is both accelerating the pace of software change and increasing the speed and scale at which failures can materialise.

              Machine-Speed Failure

              AI-driven development shortens the distance between change and consequence. Software updates can move through the pipeline from creation to production with significantly less friction. However, this also reduces the time available to identify, flag and contain any issues before they have an impact.

              AI-driven software changes don’t just move fast, they scale fast. Unlike traditional failures, these are systemic risks. A single misstep in an AI-generated update can propagate unpredictably.

              For financial services, this is especially significant when key systems are deeply interconnected, spanning complex layers of infrastructure, integrations, and third-party services. Even a minor defect can propagate quickly across systems, amplifying its impact.

              What would once have been contained can now escalate, cascading across systems and causing wider disruption that affects customers, operations and, in some cases, market activity. In financial services, this is not just a technical issue but a business risk with direct implications for customer trust, regulatory compliance and financial stability. The challenge is no longer simply identifying defects but maintaining confidence in what is being deployed.

              This risk is already being felt across the sector. Institutions are accelerating delivery to meet customer expectations and competitive pressures, but often without corresponding advances in validation. Tricentis’ research shows 68% of financial services organisations anticipate outages or serious incidents due to poor software quality.

              Regulatory Pressure for AI is Increasing

              The issue is also drawing attention from regulators. Earlier this year, the UK Treasury Committee warned that current approaches to AI in financial services are inadequate and could expose customers and the wider system to “serious harm”, highlighting the need for stronger guardrails, clearer accountability and more robust oversight to deploy it safely.

              Traditional resilience frameworks were never designed for systems evolving in real time, and AI can no longer be treated as a marginal technology risk. It must become central to how organisations manage and assess resilience.

              This marks a shift from software quality being an engineering concern to a board-level issue of operational resilience. If machine-speed change is the new operational hazard, then failure to address it becomes a strategic issue rather than a technical one. With that in mind, financial leaders must acknowledge AI’s dual role as both a driver of risk and a mechanism for preventing it.

              AI as Both a Safeguard & Source of Risk

              AI also offers the most effective and scalable way to manage the risks it introduces. Advanced AI-driven validation, continuous monitoring and risk-prioritised testing can identify issues earlier than any manual process, helping reduce the likelihood they reach production.

              In effect, the same AI that accelerates software creation must now be applied to validation and governance – operating at the same speed and scale.

              The same capabilities that facilitate rapid software production can be applied to validation and governance, continuously evaluating system behaviour, detecting anomalies and prioritising testing based on potential business impact, rather than volume. This allows organisations to move beyond rigid approaches and towards more adaptive, responsive quality models that more accurately reflect the way AI behaves.

              Instead of relying on standard periodic testing cycles, systems can be validated on an ongoing basis. This enables earlier intervention before issues escalate.

              AI can also help organisations better understand the complexity of their own systems. By analysing dependencies across applications and infrastructure, it becomes possible to identify which processes are most critical and where failures would have the greatest impact.

              From Acceleration to Control

              There is a clear mismatch in how financial organisations approach AI. While many are leveraging AI to accelerate development, far fewer are evolving their validation and governance to keep pace, and it’s in this gap that risk emerges.

              This is the “confidence gap”, where organisations can create software faster than they can safely deploy it.

              To address this imbalance, firms must treat software quality as a core component of their AI strategy. Development and validation must move forward together. Governance must adapt to continuous, AI-driven change. This requires a move from static testing and coverage metrics to continuous, risk-based validation, where software is assessed in real time based on potential business impact.

              If AI is the engine driving software creation, validation must act as the braking system – built in, not bolted on at the end. At machine speed, gaps in control become points of failure. The aim is not to slow innovation, but to ensure it progresses in a way that is sustainable and safe. When validation keeps pace with development, firms can move quickly and competitively, whilst maintaining control over how risk is introduced and managed.

              This is a change we are seeing across large enterprises adopting AI-driven quality approaches, where validation, monitoring and governance are increasingly orchestrated together rather than treated as separate processes.

              Preventing the Next Outage

              The financial sector has already seen how quickly failures can escalate in complex, interconnected environments. In March, an IT error at Lloyds Banking Group exposed the private financial information of nearly half a million customers, prompting the bank to issue £139,000 in compensation.

              Such incidents aren’t isolated: over the last two years, more than 33 days of unplanned banking outages have been reported to Parliament, underlining the scale of the issue.

              As AI increases the velocity of change, it also raises the stakes for getting it wrong. But the irony is that it also provides the tools needed to prevent these failures from happening in the first place. AI is both contributing to the risk of outages and becoming the most effective way to prevent them.

              By applying AI to continuous validation, monitoring and risk detection, organisations can spot issues earlier, understand their potential impact and intervene before disruption occurs. This shifts the focus from reacting to outages to preventing them, and it’s where the paradox becomes constructive. AI doesn’t have to be a source of instability.

              With the right approach, it can become the foundation for more resilient, predictable systems. Those that fail risk trading innovation for instability. In the AI era, speed without confidence is simply another form of risk.

              Learn more at tricentis.com

              • Artificial Intelligence in FinTech
              • Cybersecurity
              • Cybersecurity in FinTech
              • Fintech & Insurtech

              Author

              Dan Brightmore

              Published

              28 April 2026

              Estimated Read time

              2Mins

              Peer-reviewed Physical Review Research paper shows efficient preparation of financial distributions on quantum hardware

              Haiqu, a leading developer of quantum middleware, has announced the publication of joint research with HSBC in Physical Review Research demonstrating an efficient approach to encoding real-world probability distributions into quantum circuits.

              Quantum State Preparation

              Quantum state preparation, the process of encoding classical data into quantum states, is widely recognised as a major bottleneck when implementing many algorithms on hardware. This challenge is particularly relevant for applications such as financial risk modelling and simulation, where complex probability distributions must be loaded onto quantum devices.

              The research uses matrix product state (MPS) methods to construct shallow circuits that encode smooth functions, including probability distributions, directly into quantum states. It also introduces a sampling-based workflow that avoids storing the full discretised dataset in classical memory, enabling larger encoding circuits to be generated.

              The approach was validated on finance-relevant models including heavy-tailed Lévy distributions, commonly used to capture extreme market events. 

              On IBM quantum hardware, circuits up to 25 qubits produced samples that passed standard statistical tests, showing the method can accurately reproduce the probability distributions these models rely on in practice. 

              Sampling-Based Workflow

              Using the sampling-based workflow, the researchers also executed circuits up to 64 qubits, reproducing qualitative features of the target distributions under realistic device noise and demonstrating feasibility at larger scales. Similar behavior was observed in simulations up to 156 qubits, indicating the approach can extend to substantially larger problem sizes.

              “Preparing complex probability distributions efficiently is a key step in many quantum algorithms,” said Dr. Philip Intallura, Group Head of Quantum Technologies at HSBC. “This work shows how they can be implemented with much shallower circuits, bringing practical applications such as financial risk modelling closer.” 

              “One of the biggest practical barriers is getting realistic financial data onto today’s quantum hardware. This work shows a scalable path around that barrier and helps move quantum finance workflows from theory toward execution.” Mykola Maksymenko, Co-founder & CTO, Haiqu

              Read the paper in Physical Review Research. 

              About Haiqu   

              Haiqu is an emerging leader in quantum software that supports the notion that near-term, commercially viable applications are achievable with the right software, even on current hardware. Haiqu’s hardware-agnostic software can run applications with up to 100x more operations on current devices compared to competitors. Headquartered in New York City in the United States, Haiqu’s expert team operates from US, Canada, Ukraine, UK, EU, and Singapore, contributing to the company’s mission to make quantum computing practical as soon as possible.

              • Blockchain & Crypto
              • Digital Payments
              • Fintech & Insurtech
              • Infrastructure & Cloud

              Author

              Dan Brightmore

              Published

              27 April 2026

              Estimated Read time

              4Mins

              Dimitrios Bougioukas, VP – IT Security Training Services at Hack The Box, on how simulations can support security teams to detect, respond, contain and mitigate in real time

              Financial institutions are operating in one of the most heavily targeted and scrutinised cyber environments in the world. They handle vast numbers of transactions, flows of sensitive personal data and have high-value digital infrastructures. Therefore, it is no surprise that the sector has invested heavily in technology. The aim is to ensure visibility of threats, including monitoring platforms, telemetry, alerting systems and threat intelligence. Yet, despite these investments, the visibility is not always translating into effective containment.

              The Hack The Box Global Cyber Skills Benchmark 2025 analysed performance from 795+ teams and over 4,500 players. Carried out across 40 real-world Capture The Flag challenges, highlights this imbalance. 

              According to the report, in simulated attacks, finance teams had a strong 37.6% average solve rate. Outperforming sectors like healthcare, education and government. They demonstrated great investigation skills, scoring 71% in OSINT, 54.6% in forensics and 51.4% in coding. These figures are all good indications that financial sector cybersecurity teams are able to effectively identify and analyse suspicious activity.

              However, the report also shows there is significant underperformance in the skills required to stop attackers once they are inside. This means the gap is not in detection skills; it is in depth of capability.

              Cyber Attackers Get Further Than They Should

              The weakest scores are being recorded in the areas where adversaries could inflict the most damage.

              According to the report, persistence scored just 21.1%, privilege escalation 20.3% and collection just 10.8% across financial cybersecurity teams. These are the tactics that determine how attackers entrench themselves, escalate access and gather sensitive data before exfiltrating it. They are central to adversarial movement inside financial networks.

              Emerging threat vectors showed even more vulnerability. Blockchain security challenges, DeFi (Decentralized Finance) and smart contract–related vulnerabilities were only solved by the teams 10.1% of the time. And in exploit development, the teams averaged just 3.9%. This exposes weaknesses in exploit awareness, with the attackers increasingly using zero-day and near-zero-day vulnerabilities.

              The combination of strong investigative skills and weaker adversarial resilience suggests that current capabilities are more focused on post-incident analysis than on preventing or containing attacks in real time.

              Visibility Doesn’t Equal Control

              Financial institutions have one of the most mature cybersecurity monitoring ecosystems across any industry. They deal with enormous volumes of logs, run highly tuned detection pipelines and leverage advanced SIEM and SOAR tooling. But this visibility on its own clearly does not equal security.

              The benchmark report found that reconnaissance and initial access had solve rates between 23.8% and 28.4%, which indicates that many attacks will not be effectively blocked. From there, attackers are often able to succeed with their persistence, privilege escalation and lateral movement tactics because defenders do not have the technical depth to disrupt the attack chain at critical points.

              In practice, this means teams may be able to see an attack unfold, but they will struggle to break it apart before data is collected for exfiltration. Even though exfiltration itself scored a relatively high at 53.4%, a low collection score suggests most teams are not catching malicious activity upstream, when intervention matters most.

              A Depth Problem, Not A Monitoring Problem

              This skills imbalance stems from how training and capability development have historically been structured. Much of the financial sector’s cybersecurity readiness has been shaped by compliance, audit frameworks and classroom-style instruction. While these approaches fulfil important governance functions, they do not by themselves produce the hands-on adversarial fluency that simulation-based training supports.

              Financial teams must move beyond compliance checklists and legacy training models because they do not provide the attacker-aligned, hands-on experience required to strengthen deeper-layer defensive capabilities.

              Attackers do not operate in silos and neither should defenders. A phishing foothold becomes privilege escalation, which becomes persistence, which becomes lateral movement – all in a matter of minutes. Without having continuous practice in this full attack flow, teams will continue to be strong in analysis and weak in action.

              Continuous, scenario-based upskilling is the clearest path to addressing this imbalance. The benchmark data in the report demonstrates the need for a cyber readiness model that is based on realistic adversarial simulation. These simulations don’t just replicate individual techniques; they replicate entire attack chains. This forces security teams to detect, respond, contain and mitigate in real time.

              Learn more at hackthebox.com

              • Blockchain & Crypto
              • Cybersecurity in FinTech

              Author

              Dan Brightmore

              Published

              24 April 2026

              Estimated Read time

              7Mins

              The Innovate Finance Global Summit (IFGS) once again set the tone for London FinTech Week, transforming the historic Guildhall into…

              The Innovate Finance Global Summit (IFGS) once again set the tone for London FinTech Week, transforming the historic Guildhall into the beating heart of global financial innovation on Tuesday April 21st 2026. As the flagship event of the week-long programme, IFGS brought together more than 1,500 senior leaders from over 70 countries. Cementing its reputation as one of the most influential gatherings in the FinTech calendar.

              A mix of founders, regulators, policymakers, investors and financial institutions filled the venue’s grand halls, all drawn by a shared ambition: to shape the future of financial services. IFGS has long positioned itself as “where decision-makers meet,” and in 2026 that promise felt particularly tangible.

              A Global Stage for a Rapidly Evolving Industry

              The summit’s scale and structure reflected the complexity of today’s FinTech ecosystem. Across four stages and more than 100 sessions, attendees were immersed in a dense programme of keynote speeches, panel discussions and live demonstrations.

              What distinguishes IFGS from many industry events is its ability to convene not just innovators, but the entire value chain. Fom early-stage startups to global banks, Big Tech firms and regulators. Companies such as Google Cloud, Amazon Web Services and Microsoft were prominent throughout the programme, reflecting the growing convergence of financial services and cloud infrastructure. Where policy meets practice and innovation meets implementation.

              The agenda in 2026 was firmly aligned with the industry’s most pressing challenges and opportunities. Themes ranged from AI in financial services and open finance to stablecoins, fraud prevention and financial inclusion. Not juts abstract talking points, but the battlegrounds on which the future of finance will be decided.

              Opening Momentum: Optimism with a Call for Action

              The day began with a keynote from Innovate Finance CEO Janine Hirt, who set a confident yet pragmatic tone.

              “We have built one of the most dynamic fintech ecosystems in the world here in the UK,” she said. “But leadership is not guaranteed. It requires constant innovation, investment and collaboration.”

              Hirt highlighted the UK’s continued strength in areas such as open banking, while stressing the need to accelerate progress in digital assets, fraud prevention and global competitiveness.

              A recorded address from Chancellor Rachel Reeves reinforced this narrative, positioning fintech as a cornerstone of the UK economy.

              “Fintech is not just a success story—it is a strategic priority,” Reeves noted. “We will continue to back innovation, support digital assets development and ensure the UK remains a global hub for financial services.”

              The political backing on display underlined fintech’s growing importance—not just as a sector, but as a driver of national economic growth.

              AI, Data and the Next Wave of Innovation

              Unsurprisingly, artificial intelligence dominated much of the conversation. Across multiple sessions, speakers from firms including NVIDIA, IBM and Accenture explored how AI is reshaping everything from customer onboarding to fraud detection and credit decisioning.

              What stood out was the shift in tone. The discussion has moved beyond hype to implementation.

              “We’re past the experimentation phase,” said a senior executive from Mastercard during a panel on AI in payments. “The focus now is on scaling responsibly. Embedding AI into core systems while maintaining trust and transparency.”

              Similarly, Revolut’s leadership team pointed to AI-driven personalisation as a key differentiator in the next generation of digital banking. “Customers increasingly expect financial services to anticipate their needs. AI enables us to deliver that, but only if it’s built on strong data foundations.”

              Closely linked to AI was the continued evolution of open banking into open finance and ‘smart data’. Speakers from the Financial Conduct Authority (FCA) and firms such as Plaid and TrueLayer emphasised the importance of interoperability and regulatory clarity.

              “Open finance is the natural next step,” said an FCA representative. “The challenge is ensuring it delivers real value to consumers while maintaining robust safeguards.”

              Meanwhile, stablecoins and tokenisation emerged as key themes in the context of global competition. Circle, Ripple and several UK-based digital asset firms contributed to discussions around the future of programmable money.

              “The question is no longer if tokenisation will reshape markets, but how quickly,” said a Ripple executive during a digital assets panel.

              The Exhibition Floor: Innovation in Action

              Beyond the stages, the expo hall offered a tangible view of FinTech’s evolution. Established players such as Lloyds Banking Group, NatWest and Santander UK showcased innovation initiatives alongside emerging startups presenting solutions in regtech, embedded finance and payments.

              Fintech scale-ups including Checkout.com and Adyen demonstrated new capabilities in cross-border payments and merchant services, while regtech firms, such as Entrust, highlighted advances in compliance automation and fraud detection.

              This blend of established and emerging companies is one of IFGS’s defining strengths. It creates an environment where partnerships can form organically. Whether between a startup seeking scale or an incumbent looking to innovate.

              The presence of regulators, notably the FCA, added another layer of value. Initiatives such as onsite ‘office hours’ enabled direct engagement between FinTech firms and regulators.

              “Dialogue is essential,” one FCA official commented. “Events like IFGS give us the opportunity to hear directly from industry and shape regulation that supports innovation.”

              Networking: Where Deals and Ideas Converge

              If content is the backbone of IFGS, networking is its lifeblood. The summit’s design – from curated meetings to informal discussions in the Guildhall’s historic spaces – encouraged meaningful interaction.

              With thousands of attendees and a high concentration of C-level executives, the event offered unparalleled access to decision-makers. Conversations between banks, FinTechs and investors were constant, with many attendees citing partnership discussions as a key outcome.

              Even external challenges—such as a London Tube strike on the day—did little to dampen participation. If anything, it reinforced the determination of attendees to be part of the conversation.

              “Nothing was going to keep people away,” remarked one venture investor. “IFGS is where the industry sets its agenda for the year.”

              Key Takeaways: Collaboration, Competition and Confidence

              Several clear themes emerged from IFGS 2026.

              First, collaboration remains critical. The UK’s fintech success is built on strong relationships between startups, incumbents and regulators.

              Second, global competition is intensifying. Whether in AI, digital assets or open finance, the race to lead the next phase of financial innovation is well underway.

              Third, there is a growing sense of confidence in fintech’s role as an economic driver.

              “Fintech is no longer a disruptor, it is the foundation of modern financial services,” said a senior executive from HSBC during a closing session.

              Conclusion: A Catalyst for the Year Ahead

              IFGS 2026 delivered on its promise as the centrepiece of London FinTech Week. By bringing together the full spectrum of the FinTech ecosystem in a single venue, it created a powerful platform for dialogue, collaboration and innovation.

              More than just a conference, IFGS serves as a barometer for the industry’s direction. The conversations held within the Guildhall’s walls will shape strategies, partnerships and policies in the months and years ahead.

              As FinTech continues to evolve at pace, events like IFGS are not just important; they are essential. They provide the space for ideas to collide, for relationships to form and for the future of financial services to be defined.

              In 2026, IFGS once again proved why London remains at the forefront of global FinTech. And why the world continues to look to the UK for leadership in shaping what comes next.

              • Artificial Intelligence in FinTech
              • Blockchain & Crypto
              • Cybersecurity in FinTech
              • Events
              • Host Perspectives

              Author

              Andreea Pleşea

              Published

              23 April 2026

              Estimated Read time

              5Mins

              AI is no longer seen as an add-on. It is expected as a standard in enterprise IT infrastructure explains Andreea Pleşea PhD, Co-Founder & COO at Druid AI

              Digital transformation is often hailed as the answer to improve productivity, and yet, despite significant investment, the UK continues to lag behind similar markets such as the US, France and Germany in productivity growth.

              The UK is recognised internationally for its financial and banking sector, and it sits at the heart of the UK economy. When banks operate efficiently, businesses move faster, but when banks are slowed by operational friction, the ripple effects are felt far and wide.

              UK financial institutions operate a technology stack across core banking platforms, CRM systems, contact centre infrastructure, mobile apps, fraud systems, onboarding tools, compliance platforms and knowledge bases. Each was designed to solve a specific problem, but together they have created a fragmented set of solutions that require employees to constantly switch between applications to find the information they need to answer customer queries or understand how to make improvements to the business.

              This fragmentation has created an orchestration gap, and agentic AI is the technology that can bridge it – not by adding another tool, but by becoming an essential part of the IT infrastructure.

              Scripted Bots are Out – Autonomous Execution is in

              The first wave of banking automation focused on what is referred to as ‘deflection’. Essentially, chatbots and Interactive Voice Response (IVR) systems were rolled out with the goal to reduce call volumes and answer basic account questions. But 61% of customers still escalate to human agents because these systems fail to resolve issues. Regulated banks cannot allow public Large Language Models (LLMs) to access core systems without strict governance. They generate responses, not orchestrate workflows.

              The introduction of Generative AI tools in recent years has allowed for more natural language capabilities, but improving language alone does not complete work. Many, if not all, financial institutions don’t want public LLMs accessing their core banking systems, enforcing business rules, or figuring out whether they can stand up to the test of being audited in a highly regulated industry. Quite simply, they generate responses, they do not orchestrate business processes.

              The Fundamental Difference with Agentic AI

              AI agents are built from the ground up to be decision-capable and goal-oriented. They are capable of executing multi-step workflows or processes across different core platforms while operating within the strict boundaries of financial governance.

              If a customer asks the question “What is the balance of my current account?” an AI agent will authenticate the customer, retrieve the necessary account data from core banking systems and provide the answer. They can also help with queries such as a card replacement, updating contact details or guiding a customer through the process of a loan application, to completion. Irrespective of whether the customer chooses to engage across chat, SMS, voice or mobile banking, the AI agent won’t lose the context of the request even if they switch platforms.

              Retail banking customers interact with their bank approximately 150 times per year, and when those touchpoints are fragmented across channels, cost-to-serve rises and trust declines. However, when they are resolved quickly and securely in digital channels, efficiency and retention improve.

              Making the Productivity Case for UK Banking

              The productivity opportunity for UK banking lies in automating the high-volume, repeatable journeys – not through rigid, scripted chatbots, but through intelligent, governed workflow execution.

              High-volume journeys such as account servicing, loan applications and fraud inquiries require secure verification, system checks and downstream actions. Yet customers are often forced to escalate to human agents to complete them.

              By applying unified business rules across digital channels and legacy IVR systems, AI agents standardise this fragmented logic. A single workflow can be built once and deployed consistently across web, mobile, contact centre and messaging channels. This reduces repeat contacts, eliminates ‘start over’ frustration and frees human advisors to focus on complex cases, cross-sell opportunities and relationship management.

              In a market where 17- 22% of UK consumers are actively looking for a new bank or considering switching their main bank account, consistent, frictionless service is not a luxury – it’s a competitive defence.

              Improve the Infrastructure Rather than Replace it

              The productivity impact extends beyond front-line customer enquiries and extends to how employees can navigate the maze of business applications to onboard suppliers, generate compliance reports, update policies or process internal IT requests. Agentic AI sits across these internal systems as well, automating repetitive processes and orchestrating tasks without forcing employees to switch between interfaces.

              One of the biggest barriers to adopting this transformation from CIOs and IT leaders is a fear of ‘rip-and-replace’ programmes. Core banking systems are deeply embedded with the organisation, CRM systems anchor case management and Contact Centre as a Service (CCaaS) platforms manage routing and workforce engagement.

              Agentic AI does not require these embedded systems to be replaced, it securely integrates with them, creating an operational layer that improves productivity.

              Conversational AI Platforms with autonomous agents act as an orchestration layer across existing stacks. They plug into core banking systems, CRM and CCaaS infrastructure, performing governed actions while maintaining audit trails and role-based access control. This highly customisable approach allows finance and banking institutions to modernise customer journeys without destabilising foundational systems.

              The AI Opportunity is Clear

              This is where the infrastructure argument becomes clear. UK finance and banking institutions don’t need more applications layered onto already complex, data-sensitive, highly secure enterprise IT environments – they need intelligent systems that unify what already exists.

              The UK’s next productivity gains will not come from incremental feature upgrades. They will come from rethinking how repetitive tasks move across enterprise systems. Agentic AI represents a shift from tools that respond to requests to an infrastructure that completes complex tasks, at scale. For mid-to-large retail banks and credit unions, the opportunity is clear: resolve more interactions digitally, scale capacity without expanding headcount, protect margins and strengthen customer trust.

              Learn more at druidai.com

              • Artificial Intelligence in FinTech
              • Cybersecurity in FinTech
              • InsurTech
              • Neobanking

              Author

              Mark Talbot

              Published

              22 April 2026

              Estimated Read time

              5Mins

              Mark Talbot, Director, CS AI Initiatives at Appian, reasons that as organisations grow more capable with AI, the challenge shifts from proving its value to expanding access to it

              Many organisations have long treated improvement as something that arrives as a top-down effort, not something built with the people doing the work. Specialists designed new processes, discussed them in formal forums, and introduced them through large change programmes that often felt detached from daily work. For most employees, ‘transformation’ meant being asked to follow new rules, rather than designing better ways of working.

              AI is starting to reverse that pattern. Instead of concentrating control and decision rights in a small, central group, modern AI tools give more agency to the people closest to the work. They can see what is not working, imagine better approaches, and use AI to help redesign and improve the processes they rely on every day. This shift – which can be described as the democratisation of AI – changes who participates in improving the business. However, it is worth remembering that this shift only works at scale when AI is embedded within a platform that maintains governance, visibility and control. 

              Process Improvement in the Hands of Many

              Until recently, fixing a broken process often meant filing tickets, waiting for a slot on an IT roadmap, or hoping that a specialist team would eventually address the issue. Creating applications, building automations or redesigning workflows were seen as highly technical tasks. For most employees, waste and inefficiency were things to work around, not things they had the tools or authority to change.

              That obstacle is now deteriorating, as long as organizations don’t lose sight of the fact that governance remains essential, particularly in highly regulated environments

              AI agents, generative AI and conversational interfaces allow people across the business to shape how work is structured. Within this model, someone in operations can describe an outcome in plain language and have an AI system propose and embed the steps within existing processes. Within a governed platform, non-technical users can adapt existing solutions and automate repetitive tasks without waiting months for central support. At the same time, process insights give developers visibility into what is being built, enabling them to refine, standardise and scale applications more quickly across the organisation.

              Data is opening up as well. Data fabrics and related architectures connect scattered information sources into governed layers that a wider audience can access safely. Instead of waiting on static reports, people can access relevant, trusted data when they need it, and use AI to interpret and apply it to their decisions.

              When process insight and data access reach this level, best practices move beyond documentation or occasional training. Tools and workflows embed them into daily work, improving performance across the organisation.

              Scaling Improvement Across the Organisation

              As more individuals understand how their work connects to broader outcomes, organisations unlock a powerful driver of change. Process improvement no longer depends only on a small group of specialists. Employees can recognise when processes are inefficient or risky and have the means to address them at scale, inside an AI platform.

              By encoding domain knowledge into AI assistants and digital coworkers within an enterprise-grade AI platform, organisations can share expertise across roles and levels. These AI-powered helpers do not replace professional judgment. They strengthen it. They surface options, highlight inconsistencies and provide context, while humans make the final decision. Over time, each interaction becomes both a learning moment and a new piece of institutional knowledge that organisations can capture and reuse.

              In this model, process improvement is no longer episodic or confined to formal transformation projects. It becomes part of everyday work, inside a platform with AI tools that provide real-time feedback and recommendations.

              AI, Noise Reduction, and Better Oversight

              This shift raises a key question: if AI platforms make analysis, decision support, and process design more accessible, what happens to deep expertise?

              There is a concern that easy access to AI advice might weaken people’s understanding. If answers are always a prompt away, will teams still develop the knowledge that comes from working through complexity? If people follow AI suggestions without grasping the logic, how meaningful can human oversight really be?

              Over-reliance on instant guidance can create only surface-level competence. People may treat AI outputs as instructions rather than as inputs to their own reasoning.

              On the other hand, used well, AI can create more room for expertise, not less.

              By handling repetitive tasks and routine decisions, AI reduces the volume of low-value work that consumes people’s time. Teams can then focus on exceptions and refine how they make decisions. Instead of dealing with every routine request themselves, they can focus on work where context and experience matter most.

              When AI removes more of the routine burden, teams have more capacity to focus on judgement, process design and oversight. That helps build expertise while keeping improvement connected to the wider goals and governance of the business.

              Shaping AI, Not Just Living With It

              As organisations grow more capable with AI, the challenge shifts from proving its value to expanding access to it. AI is moving from something that happens to the workforce to AI being something that is built and refined with the workforce.

              Organisations should treat people as partners in shaping AI, rather than as operators of automated systems. When AI platforms can be combined with process visibility and human judgement, employees can have an outsized effect on the systems around them. They can influence how work is structured and how decisions are made. In that sense, AI redistributes who participates in designing better ways of working, and creates an opportunity to anchor that shift in thoughtful design and human expertise.

              Learn more at appian.com

              • Artificial Intelligence in FinTech
              • Data & AI
              • Digital Strategy
              • Fintech & Insurtech
              • People & Culture

              Author

              Daniel Ehnhage

              Published

              20 April 2026

              Estimated Read time

              5Mins

              Daniel Ehnhage, Head of AI Transformation at Unit4, on why those that put people and capability at the centre of their AI strategy will unlock far greater and more sustainable value than those led by technology alone.

              As the head of AI transformation, it might sound counterintuitive to suggest that artificial intelligence is not the most important part of my work. It makes a significant contribution to the radical change we are looking to achieve, but the technology itself is only about 10% of the solution. A significant part of the planning and investment must be based around addressing issues like the integration of siloed information systems, the building of the organisational capability required to adopt AI safely and finding the right business case. The key is to understand that adopting AI is not only about improving existing processes – it’s about gradually reshaping how we work in a sustainable way. The goal should be phased, practical improvements that build maturity over time.

              This can be daunting for any organisation that has well-established operating practices. It requires a deliberate shift from problem‑solving to rethinking how value is created across the organisation. AI is far more capable and can empower your teams to find new solutions such as gathering more intelligence about market opportunities to improve productivity and decision making. The focus should be on enabling internal teams to work smarter through safe, responsible AI adoption. If your organisation is prepared to embark on such change, you must recognise AI becomes most powerful when you bring the right data together. Today, many organisations, including ours, are still maturing in this area. Successful adopters of AI prioritise building data readiness step by step so AI can create real value without overpromising.

              Obviously, the role of AI transformation then becomes much broader with the added challenge of having to implement change without disrupting existing business performance. Consequently, there are some key areas where organisations must focus their attention, beyond ensuring they pick the right AI tool…

              Structural Change – Put the AI Board in Place

                AI transformation evolves how organisations work. It does not replace everything we humans do today. The goal is to focus on practical, high‑value use cases that improve productivity, quality, and employee experience without creating disruption. A widely debated expression of this change is the concern that AI will replace human employees. Personally, I think this lacks imagination around the positive impact that AI can have on a workplace. Yes, it may reduce the number of repetitive, mundane tasks, but more importantly it will create new ways of working and collaborating.

                However, given how rapidly the technology is moving it is critical your organisation puts the right safeguards in place and agrees policies about ethical usage. That requires adoption of a cross-functional AI Board to provide a framework for embracing AI which will manage the impact of the structural change. This provides focus for your organisation’s approach to AI. The goal should be to agree which tools offer the most benefit for your teams and concentrate on exploiting use cases that will deliver the most benefit.

                The AI Board should be responsible for establishing the governance structure to help the IT and cybersecurity teams to ensure the use of AI is not creating new vulnerabilities. It should provide clarity and safeguards so employees can use AI confidently and responsibly. Our goal is to enable safe experimentation – not restrict innovation.

                People Change – Enabling Collaboration and Experimentation

                The ambition should be to get employees excited about the potential of AI to open up new ways of working that can lead to rewarding opportunities and exciting new challenges. Indeed, it is widely accepted that helping your people to accommodate the change is the biggest challenge you will face, taking up about 70% of the time required to implement the technology. This is because successful implementations depend on collaboration between distinct teams, which in turn depends on breaking down barriers, both for individuals and teams.

                For example, imagine being able to use AI to analyse data from diverse systems such as customer service, product development and marketing to identify new opportunities to support customers.

                Integrating these data sources could be seen as interfering with distinct job functions, so for all employees it is critical to educate them on what will be expected of them and a good start point is explaining how they will be measured. It could include simple measures such as demonstrating usage of AI tools, but if an organisation wants employees to adopt the technology it is also important to empower them through training.

                With the right support, employees will want to experiment, which should also enable them to understand use cases for AI in their work and the competencies they need to develop. This can be achieved through opportunities for cross-functional teams to explore new ways of working and innovating and should be encouraged by senior leaders. It is crucial they set the right tone, support initiatives, celebrate successes and listen to employee feedback.

                Business Change – Building the Right Business Case

                The business case is not just about saving money to solve a specific problem. It is too easy to look at the saved hours and productivity gains from adopting AI as the sum total of the investment costs you must deal with. There are a number of internally focused requirements that you must build into your thinking about AI transformation. There will be costs around the integration work to enable AI to access data from disparate systems. Competence development must be a top priority. Time must also be allocated to the process of change management and how it may disrupt existing business processes. Security must be a top consideration. These are all internally focused tasks, but you must look at them if you are to capitalise effectively on your AI investment.

                It is tempting to become overly excited by the potential of AI as a technology, and certainly it will bring dramatic change to organisations in the years to come, but having experienced the factors necessary for successful transformations, it is absolutely critical senior leadership teams approach AI-enabled change with cool heads and clarity on what they want to achieve. Above all, they must remember success is not dependent on the implementation of the technology, but predominantly on bringing employees with them on the journey. Many commentators talk about the rise of AI-first organisations. Those that put people and capability at the centre of their AI strategy will unlock far greater and more sustainable value than those led by technology alone.

                Learn more at unit4.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Vincent Guillevic

                Published

                16 April 2026

                Estimated Read time

                5Mins

                Vincent Guillevic, Director of Fraud Labs at Entrust, argues companies that treat identity as a continuous thread rather than a single checkpoint will be better positioned to reduce losses and protect customers

                Identity verification and tackling fraud began as a face-to-face process, built on human trust. Opening a bank account involved meeting a banker in person and from there, trust was established because both parties could see and interact with each other directly in branch.

                Fast forward to the digital age and a lot of services have moved online. Identity verification has therefore shifted from in-person checks to remote identity verification. Today, we’re in an era where identity is now central to every interaction we have online.

                Fraud has followed the same trajectory. Much like a burglar would test every possible entry point rather than just the front door, fraudsters probe every stage of the customer journey. They look for weaknesses at onboarding, during login, and throughout ongoing transactions and data requests.

                That challenge has intensified in recent years. AI has given fraudsters faster, sophisticated and scalable tools. Deepfakes can bypass checks, AI‑generated documents can appear real, and phishing and impersonation attacks can now be automated at scale.

                Once a fraudster gains access to a legitimate account, the damage escalates quickly. Global losses from account takeover (ATO) fraud were projected to reach $17 billion in 2025, up from $13 billion in 2024. While the underlying intent of fraudsters seeking the weakest point of entry, the breadth, speed and sophistication of modern attacks have.

                Identity Fraud Patterns Across the Customer Lifecycle

                Fraud can occur at any stage of the customer journey. From verifying identity at onboarding to securing connections and fighting fraud in everyday transactions. Each stage introduces its own risks, and attackers adapt their tactics based on where value can be extracted most efficiently.

                In 2025, patterns showed a clear distinction between industries targeted for new account fraud and those targeted for account takeover fraud. Businesses that offer immediate incentives such as promotional offers or sign-up bonuses are primarily targeted for new account fraud. In contrast, businesses where accounts accumulate long-term financial or data value face higher levels of ATO.

                Industries built around sign-up incentives or instance access experience most fraud at onboarding. For instance, in crypto, 67% of fraud attempts occur during account creation, largely driven by sign-up incentives. Vehicle rental follows a similar pattern, with 67% of fraud taking place at onboarding as attackers use fake identities to gain short-term access to high-value assets. In these sectors, low-friction onboarding creates opportunities to harvest incentives or establish accounts that later become avenues for future money laundering.

                Account takeover fraud reflects a different strategy. Rather than creating fake accounts, attackers focus on compromising established accounts using tactics such as stolen credentials, phishing, malware, or social engineering. Entrust data shows this is most common in industries where accounts hold enduring value. In payments, 82% of fraud attempts occur after onboarding, while in professional services the figure is 62%. High-value, long-standing accounts are attractive because they enable fund transfers, loans, and access to identity-rich data, making them more valuable than newly created accounts.

                These patterns highlight two critical realities. First, organisations can no longer optimise for one type of risk at the expense of another. Defending a single point in the journey inevitably leaves gaps elsewhere. Second, fraud has become highly professionalised. Modern fraud operations are organised, strategic, and adaptive, moving toward the highest rewards and the weakest controls.

                Prevention Must Span the Entire Journey

                If fraud can occur at any stage, prevention must operate at every stage. Organisations that implement robust, lifecycle-wide identity strategies save an average of $8 million per year in fraud-related costs. These savings come from detecting threats earlier, more accurately, and beyond a single checkpoint.

                There are three areas where that lifecycle approach needs to be strongest.

                Get onboarding right

                Onboarding is the first opportunity to establish genuine trust. Strong Know Your Customer (KYC) or Know Your Employee (KYE) processes combine document verification with biometric checks such as face recognition or fingerprint scanning to confirm that the person applying is who they claim to be. Liveness detection adds a further layer by distinguishing real users from synthetic identities and deepfakes, which are linked to approximately one in five biometric fraud attempts.

                With strong identity verification at onboarding not only reduces immediate fraud, but also limits the downstream damage caused with fraudulent accounts.

                Secure existing accounts with continuous authentication

                Verifying identity once is no longer sufficient. Continuous authentication, combining multi-factor authentication with biometric re-verification like facial recognition, allows businesses to protect established accounts without creating unnecessary friction for legitimate users.

                Crucially, it enables authentication requirements to adapt dynamically as risk levels change, rather than applying the same static check regardless of context. In payments businesses, where most fraud targets the authentication process itself, this adaptability is key to mitigating attacks before losses occur.

                Monitor behaviour in real time, not just identity

                Device intelligence and behavioural signals make it possible to assess risk based on how users interact with services, flagging unusual login patterns, device anomalies, or out-of-character transactions.

                As AI-driven fraud becomes more sophisticated and convincing, behavioural indicators provide another layer of ongoing fraud detection. Focusing monitoring on high-risk actions, rather than only high-risk identities closes a critical gap in traditional defences.

                The Window of Opportunity

                Fraud has always followed the customer journey. What has changed is the availability of advanced technology capable of tracking, analysing, and responding to threats at every stage. The key question for organisations is whether these capabilities are deployed as a connected strategy or left as isolated controls with gaps in between.

                Companies that treat identity as a continuous thread rather than a single checkpoint will be better positioned to reduce losses and protect customers, and preserve the trust that underpins long-term digital relationships.

                Learn more at entrust.com and meet the team at IFGS in London on April 21

                • Artificial Intelligence in FinTech
                • Cybersecurity
                • Cybersecurity in FinTech
                • Fintech & Insurtech

                Author

                Dan Brightmore

                Published

                Estimated Read time

                3Mins

                Join over 1,500 attendees at London’s Guildhall for IFGS 2026

                The flagship event of UK FinTech Week is back in 2026. With over 1,500 attendees and representatives from over 70 countries, IFGS continues to attract the brightest and best from the global FinTech ecosystem to discuss and debate the crucial issues facing the sector now and in years to come.

                Register for tickets here

                IFGS kick-starts a week-long programme of events that will deliver world-class content, thought-leadership and ample networking opportunities for the entire UK FinTech ecosystem.

                FinTech founders, entrepreneurs, investors, bank ex-cos, regulators, policy-makers, academics and media from around the world will come together to learn, discuss, debate and network. Don’t miss your opportunity to be a part of the conversation!

                Why Attend IFGS?

                Ranging from innovators, institutions, regulators to policy-makers, startups and investors – key players are in one place for a day of thought-provoking discussions. The agenda will spotlight the global fintech ecosystem, with an increased focus on the key areas that enhance, empower and ensure that FinTech and financial services pave the way for economic growth, sustainability, and a financial system that caters for all.

                Exhibitors include ClearBank, UK Department for Business & Trade, Barclays, Mastercard, Starling, Lloyds Banking Group and many more…

                View the agenda to plan ahead

                Key Themes for IFGS 2026

                With four stages filled with insightful sessions, panel discussions, and in-depth presentations, this event is a must-attend for FinTech professionals.

                Gain empowering insights from industry expert speakers (representing the likes of HSBC, Monzo, Swift and Paypal) exploring the key themes and topics resonating across the FinTech ecosystem today:

                • Powering Growth: The role of FinTech in supporting the wider UK economy
                • AI in Financial Services: From responsible adoption to new business models
                • Stablecoins: Balancing innovation, trust, and regulation
                • Operational Resilience, National Sovereignty, and Geopolitical Implications: ensuring stability in an interconnected world
                • FinTech and Capital Markets: Bridging innovation and institutional finance
                • Financial Inclusion and Financial Wellness: Technology as a driver
                • The Next Generation of FinTech Unicorns: Shaping the ecosystem that enables them to thrive
                • Open Banking, Open Finance, and Smart Data: Mapping the next evolution of data-driven innovation, infrastructure and consumer empowerment
                • Next Generation Banking: Exploring what the future of financial services will look like as consumer behaviours change and new technologies evolve
                • Fighting Fraud and Cybercrime: Securing the future of digital finance

                Book your tickets now!

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance
                • Event Newsroom
                • Events

                Author

                Dan Brightmore

                Published

                15 April 2026

                Estimated Read time

                4Mins

                Read in brochure format

                FinTech Strategy is back with more key insights from the industry experts and thought leaders shaping the future of financial…

                FinTech Strategy is back with more key insights from the industry experts and thought leaders shaping the future of financial services.

                Read the latest issue here

                Vibrant Capital: Scaling AI on Main Street

                Our cover star Shadman Zafar, Founder & CEO of Vibrant Capital, is building a CIO-led model for enterprise transformation. Vibrant Capital is an operator-led investment and company-building platform focused on scaling AI in the real economy. “We don’t spray investments across hundreds of AI startups. We curate a portfolio with purpose – selecting companies that solve the real mission-critical problems CIOs face in scaling AI adoption.”

                FNB: Redefining Data Science in Commercial Banking

                We also hear from Yudhvir Seetharam, Chief Analytics Officer at South Africa’s First National Bank (FNB) on a data science journey characterised by curiosity, culture and the drive for a competitive edge. “Ours is a holistic approach focusing on the customer,” he explains. “Understanding the context of each customer journey and then using that context so that when we interact with you, we’re able to drive the right conversation with the right customer, at the right time, through the right channel and for the right reason. These ‘five rights’ make our interactions with clients more impactful.”

                Virginia Farm Bureau: An Enterprise CIO’s Journey

                Shifting focus to the world of insurance at the Virginia Farm Bureau, we spoke withan Enterprise CIO at a complex mission-driven organisation. As he approaches retirement, Patrick (Pat) Caine reflects on his career as a CIO and the centennial of an organisation renowned for resiliency, collaboration, commitment to a greater cause, diversity and service to its members. “In my role as CIO, I’ve always been that person who connects the dots between business needs and technology execution. Virginia Farm Bureau is digitally relevant, collaborative, and well‑positioned for the future.”

                Mastercard: Protecting Trust in the Digital Economy

                Michele Centemero, EVP Services at Mastercard Europe explains why promoting awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems, will be critical in reducing the impact of scams and protecting trust in the digital economy. “The combination of AI, robust identity controls and open banking can help protect consumers from scams, whether across card and account‑to‑account payments or in fraudulent account openings.”

                Thales on AI Security: How FinServ’s Budget Priorities Signal a Boardroom Shift

                Todd Moore, Global VP – Data Security Products at Thales, reveals why making AI security a boardroom priority today, will help firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation. “Balancing AI’s opportunity and risk means embedding security at every stage, from design to deployment and ongoing monitoring.”

                Paymentology: The First Live AI-Agent Payment Is a Test for Credit Infrastructure

                Thomas Benjaminsen Normann, Product Director at Paymentology, dissects the future for agentic payments and the progress still to be made. “Agentic payments demand something more granular: a clearer account of who or what acted, under what limits, and with what right to create a liability on the customer’s behalf.”

                Also in this issue, we hear from Publicis Sapient, on why asset managers must redesign their enterprise for AI-driven decision intelligence; learn from Bitpace why the most resilient payments infrastructure will be the one with the most adaptability; rank the AI maturity of 12 of the largest payments networks in the latest Evident AI Index; and round up the key FinTech events and conferences across the globe.

                Enjoy the issue!

                Read the latest issue here

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Cybersecurity in FinTech
                • Data & AI
                • Digital Payments
                • Embedded Finance
                • Fintech & Insurtech
                • InsurTech
                • Neobanking

                Author

                Michele Centemero

                Published

                14 April 2026

                Estimated Read time

                5Mins

                Michele Centemero, EVP Services, Mastercard Europe on why promoting awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems, will be critical in reducing the impact of scams and protecting trust in the digital economy

                As our world becomes faster, smarter and more interconnected, scammers are evolving in parallel, developing increasingly sophisticated ways to exploit people’s trust. By harnessing new technologies and behavioural insights, they are refining their methods to appear ever more credible and convincing.

                While attacks on systems continue, today’s fraudsters are increasingly targeting people, often relying on psychological manipulation to achieve their goals.

                Understanding Social Engineering

                Many modern scams fall under the umbrella of social engineering,which isthe use of deception and emotional manipulation to influence a person’s behaviour.

                In the digital world, cybercriminals use these tactics to build false trust, create urgency or fear, and ultimately trick people into sharing confidential information or taking actions that can cause financial harm to themselves or their employer.

                Recent European industry data indicates that social engineering-related fraud and authorised push payments (APPs) – where victims are tricked into sending money to fraudsters posing as legitimate payees – now account for a growing share of overall scam losses[1].

                This is directly impacting a growing number of consumers, with the majority of people saying they’ve experienced some form of scam or fraudulent attempt to capture their personal information highlighting why awareness and vigilance are critical for people of all ages.

                Education is the First Line of Defence

                Protecting consumers and businesses from malicious activity is a priority, and it starts with awareness. When people understand how scams work, they’re more likely to spot the warning signs before it’s too late and be empowered to protect themselves against fraudsters.

                Three of the most common social engineering scams to watch out for are:

                • Imposter fraud – Criminals pose as trusted organisations (such as banks, retailers, or government bodies) to pressure victims into sharing personal or financial details. Research indicates over half (53%) of European consumers have been targeted via phone or voice call scams, with social media scams affecting around two in five people, and tech support impersonation tricking roughly one in three.*
                • Phishing – Fraudulent emails, texts, or messages that are designed to look legitimate, often urging immediate action like clicking a link or resetting a password, leading victims to disclose sensitive information or install malicious software. Nearly three in five (58%) have received phishing emails or fraudulent text messages (63%) and QR code scams are on the rise, impacting nearly a quarter of Europeans.*
                • Romance or honeypot scams – Scammers build emotional relationships over time, gaining trust before exploiting it for financial gain. These types of attacks are also widespread, with one in four people (24%) encountering fake profiles, requests for money, or online relationships that lead to financial exploitation. These scams hit younger generations hardest, with 40% of Gen Z and 35% of Millennials affected, compared with 21% of Gen X and 11% of Boomers.*

                How Businesses Can Protect Consumers from Scams

                With fraudsters increasingly using AI to commit more sophisticated, larger scale attacks, businesses and banks should also consider how they deploy technology to protect customers from bad actors.

                The combination of AI, robust identity controls and open banking can help protect consumers from scams, whether across card and account‑to‑account payments or in fraudulent account openings.

                Looking at identity controls specifically – take the example of continuous identity verification, a fraud prevention measure that verifies the user is who they claim to be throughout the entire lifecycle journey. This helps to prevent scammers from opening or taking over accounts to apply for credit, create ‘mule’ accounts or impersonate others.

                Behavioural biometric data is often used as part of this and can be used to analyse how a user interacts with their device – from typing patterns to on‑screen movements – to flag unusual behaviour.

                More in depth, AI powered transaction analysis can also help banks and financial institutions to stay ahead of payment threats. It provides banks with the intelligence needed to detect and stop payments to scammers, using AI and a network-level view of account‑to‑account transactions to enable intervention before funds leave an account.

                Staying Ahead of an Ever-Evolving Threat

                As social engineering tactics continue to evolve, staying ahead requires a combination of intelligent technology, consumer education, and proactive action from businesses and financial institutions.

                While no single measure can eliminate risk entirely, greater awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems will be critical in reducing the impact of scams and protecting trust in the digital economy.

                *Source: This study was conducted by The Harris Poll on behalf of Mastercard from September 8 to September 25, 2025, among 5000+ consumers in the following European markets: EUR: France (n=1,005), Germany (n=1,002), Italy (n=1,016), Spain (n=1,005), UK (n=1,004)

                Mastercard: Transforming the Fight Against Scams

                Innovation – Our advanced AI-powered Identity insights examine digital footprints and assess unique patterns to detect risk and flag suspicious activity indicative of scams.

                Collaboration – We collaborate across industries, partners and organizations worldwide to secure the digital ecosystem, ensuring payments are safe for all. Combating the growing threat of scams demands a collective effort.

                Education – We work with and through our collaborators to provide knowledge and tools that help people protect themselves and their loved ones from scams, while also working to destigmatise the experience of being a victim.

                • $12.5bn in losses from U.S. consumer reported online scams in 2023
                • $486bn in global losses from scams and bank fraud schemes in 2023
                • 22% YoY growth in U.S. consumer scam losses suffered in 2023

                From sender to recipient, we vigilantly monitor accounts and transactions for any elevated scam risk

                Identity insights – Provides actionable identity insights and risk scores for businesses to improve identifying their good customers from the scammers creating “mule” accounts or impersonating someone else with a false identity.

                Transaction patterns – Flags suspicious activity across the money movement flow to prevent payments to scammers before it is sent through the real-time analysis of transaction elements.

                Account confirmation – Enables account validation to confirm account ownership and validate identity details in real-time through our open banking capability, which draws on the safe exchange of consumer-permissioned data to facilitate frictionless and secure payments.

                Learn more at mastercard.com

                [1] Joint EBA-ECB report on payment fraud: strong authentication remains effective, but fraudsters are adapting

                • Artificial Intelligence in FinTech
                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy
                • InsurTech

                Author

                Todd Moore

                Published

                Estimated Read time

                4Mins

                Todd Moore, Global Vice President, Data Security Products at Thales, on why making AI security a boardroom priority today, will help firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation

                Financial Services organisations are responsible for some of the biggest growth in the global economy. Equally, they’re some of the most vulnerable. Like many other sectors, they’re racing to embrace AI, but with adoption comes new security risks.

                According to Thales’ Data Threat Report: Financial Services Edition 81% of FinServ organisations are now investing in GenAI-specific security tools, with nearly a quarter using newly allocated budget. This surge in funding marks a turning point: AI security has moved from being an IT concern to a boardroom priority.

                The fact that new budget lines are being carved out specifically for AI security signals a fundamental shift in corporate strategy. Boards increasingly recognise that protecting AI systems is as critical as safeguarding payment rails or core banking infrastructure. For an industry built on trust, resilience, and regulatory compliance, this investment wave shows how central AI has become to both risk management and competitive growth.

                Balancing AI Innovation and Security

                While FinServ organisations are aware of the security risks AI poses, they’re also seizing upon the opportunities it presents. The report has found that in 2024, FinServ businesses outpaced the broader market in AI deployment, leading in enabling employees to use AI and ahead in AI integration, which has continued into 2025. Additionally, 45% say they’re in the ‘integration’ or ‘transformation’ phases of their GenAI journey, compared to just 33% across wider industries.

                AI’s ability to accelerate services, automate processes, and analyse data at scale makes it an exciting prospect, especially in the financial sector. This makes securing AI systems a priority for FinServ organisations, with increased GenAI integration reflecting developing organisational maturity and progress beyond experimentation.

                The Risk

                Yet the scale of opportunity is matched by the scale of challenge. AI systems require vast amounts of structured and unstructured data to conduct analysis and make recommendations.

                For FinServ organisations, this often includes highly sensitive customer and transactional information, proprietary algorithms, and records bound by strict regulatory oversight. The risk is not only about whether AI systems themselves are secure, but whether the data they’re working from is accurate, as well as whether their adoption inadvertently creates new routes to data exposure and exfiltration.

                Businesses need a clear strategy to fully understand how AI models are operating within their IT infrastructure, the applications they’re interacting with, and the data they’re accessing and pulling from.

                The Response

                Balancing AI’s opportunity and risk means embedding security at every stage, from design to deployment and ongoing monitoring. Newly allocated budgets for AI security, with nearly a quarter of FinServ firms making such investments, show how central AI has become to board-level strategy. These investments move firms beyond reactive fixes to proactive frameworks that evolve with the technology. AI security is no longer just an IT concern, it’s a strategic priority requiring collaboration between security, compliance, and business leaders. By factoring risk into early planning, organisations can align innovation with responsibility and build resilience for the long term.

                Pioneering AI Security

                Building on investment in AI-specific security is only the beginning. As scrutiny intensifies, the firms that will lead are those that treat AI security as integral to business strategy, not a bolt-on layer. Success will require visibility into how models behave, continuous validation against emerging risks, and adaptive controls that evolve with the threat landscape.

                The financial services organisations that embed these safeguards into their core infrastructure will protect sensitive data as well as setting a benchmark for resilience and trust in an AI-driven economy. By making AI security a boardroom priority today, these firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation.

                Thales: AI is the New Insider Threat 

                Thales 2026 Data Threat Report Finds 70% of Organisations Rank AI as Top Data Security Risk

                Data security has taken centre stage as the success of enterprise AI initiatives increasingly hinges on consistent, controlled access to proprietary organisational data sources. The 2026 Thales Data Threat Report examines the complex calculus that organizations must undertake to enable innovation while securing their most valuable asset – their data.

                This research was based on a global survey of 3,120 respondents fielded via web survey with targeted populations for each country, aimed at professionals in security and IT management. 

                Read the Report

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech

                Author

                Lakhbir Sandhu

                Published

                10 April 2026

                Estimated Read time

                4Mins

                Lakhbir Sandhu, CFO at Flagstone, on the extra value gained when businesses automate and optimise their cash reserves

                A recent global risk management survey revealed that macroeconomic volatility, trade disruptions and increasing competition have pushed cash flow and liquidity into the top 10 risks for business leaders – for the first time since 2019.

                In today’s unpredictable landscape, managing cash flow and liquidity has become more challenging. As a result, more businesses are turning their focus towards improving their cash management operations.

                Yet, despite digital advances, many companies still rely on manual processes to manage cash reserves. A global survey found that 34% of businesses cite low levels of automation as their biggest cash management challenge.

                The Business Impact

                Manual cash management often involves tracking balances, forecasting liquidity, and reconciling accounts via spreadsheets. Adjustments for payroll, supplier payments, and loans are typically manually entered based on emails or reports from enterprise resource planning (ERP) systems.

                While this approach may work, it’s slow, error-prone, and lacks real-time visibility. Mistakes in data entry or forecasting can lead to cash shortfalls or missed investment opportunities.

                Yet these manual processes often serve as the glue that connects accounting activities across a wide array of complex systems and data sources, which explains why businesses are hesitant to move away from them.

                But the cost to productivity is clear. Finance teams spend an average of 26 hours per week on manual treasury tasks such as reconciliations, spreadsheet maintenance, and cash monitoring alone. 

                Dealing with financial discrepancies can take an average of 44 hours per week. This workload can lead to decreased motivation, with employees who feel overworked 70% more likely to burn out, as they try to manage unreasonable time constraints.

                Looking to Change

                Automation streamlines cash management, making processes faster, more accurate, and more reliable. This transformation reduces operational risk and frees up team members to focus on higher-value activities.

                Some companies now use AI-driven reconciliation tools that match transactions in real time, eliminating manual entry errors. A study published in 2024 demonstrated that Robotic Process Automation (RPA) systems can achieve perfect accuracy in data extraction tasks, significantly outperforming human-driven processes in both efficiency and precision.

                Centralised dashboards also improve visibility, giving treasurers an accurate picture of company finances.

                Our Savings inertia report shows that too much of the UK’s cash is left sitting idle, leaving significant value untapped. To maximise the yield on their cash reserves, some businesses are turning to high-interest savings platforms. These platforms enable them to open and manage savings accounts with multiple banks through a single platform.

                They also eliminate the burden of applying to and onboarding with each bank separately. Some offer tools that allow CFOs to achieve the right balance between liquidity, yield, and security within their portfolio by spreading their reserves across multiple accounts.

                Automated platforms serve as strategic levers to both protect and grow idle business cash, requiring minimal effort from finance teams.

                While finance specialists have used data to build forecasts and predictions for years, the addition of AI and other technologies improves accuracy and enhances potential. This is where predictive analytics are helpful, as they process large amounts of data, quickly, into useful insights, like estimating revenues, costs, behavioural patterns and even effects of macroeconomic factors.

                The Automation Dividend

                Automating manual tasks not only reduces errors and saves time – it unlocks what we call the ‘automation dividend’ – the ability for employees to focus on high-value work that drives growth and supports career development.

                Research supports this concept. More than 90% of workers in a Salesforce study agreed that automated processes had improved their productivity.

                There are plenty of real-world examples showcasing the benefits of automation too. The Coca-Cola Company began reviewing its existing process for balance sheet reconciliations across 50,000 general ledger accounts. It discovered 800 associates were spending 14,000 hours a month on this one task. By moving from manual processes to automation, Coca-Cola reallocated 40% of its team to more strategic roles like metrics reporting, and change governance.

                eBay saw similar gains by moving away from manual accounting to automation – it decreased the length of its financial close from 10 days to just three.  

                In conclusion, automating cash management is useful for both small and large companies. Not only does it drive operational efficiency and maximise the potential of cash reserves, but it also empowers employees to focus on higher-value, strategic work. In turn this creates a healthier, happier, and more productive workforce.

                Learn more at flagstoneim.com

                • Digital Payments
                • InsurTech
                • Neobanking

                Author

                Lee Fredricks

                Published

                Estimated Read time

                6Mins

                Lee Fredricks, Director – Solutions Consulting, EMEA at PagerDuty, on why technology leaders should see 2026 as a time for operational resilience to shift from ambition to accountability

                Technology leaders should see 2026 as a time for operational resilience to shift from ambition to accountability. In 2025, too many cloud services outages and disruptions took place across the public and private sectors, and now regulatory, technological and cultural pressures are converging to say that enough is enough.

                Outages often translate into broader repercussions for the organisation, including revenue impact, customer churn, share price pressure and potentially regulatory reporting obligations. Operational metrics must now be discussed alongside financial KPIs at the board level. C-suite leaders understand accountability, especially within the very regulated financial sector.

                DORA’s First Birthday

                It’s now been one year since the implementation of the Digital Operational Resilience Act, or DORA, introduced by the EU to strengthen the digital resilience of financial institutions. By now, organisations have had time to consider moving from mere compliance to creating a competitive edge from their investments.

                Enterprise tech leaders are in the middle of a balancing act. They’re managing ongoing modernisation and transformation initiatives while navigating multi-jurisdictional regulatory scrutiny. At the same time, they face constant pressure from the board and must meet evolving customer needs—all competing for immediate attention. The stakes have never been higher. Operations teams are no longer viewed as a back-office IT function. Their success in keeping the organisation running and driving revenue is now a board-level concern.

                For organisations today, IT is business delivery.

                A year of DORA has seen organisations make the shift from focusing solely on mere compliance to setting meaningful demonstrable testing, third-party risk visibility and strictly mandated incident reporting timelines. Financial firms have lessened their exposure to risky situations. Payments providers aren’t only reliant on a single cloud region or SaaS supplier, or unable to provide evidence of real time incident response efforts and auditable logs after a disruption.

                One benefit of these overall systemic improvements is enhanced supply chain accountability. Financial institutions and their technology partners are both liable for potential penalties and reputational risk, which makes it highly critical that they can prove their resilience capabilities.

                Nevertheless, operational resilience is a continuous discipline. A fragmented incident response can expose firms to regulatory and reputational risk again and again if not addressed systemically. As such, many organisations are looking toward AI agents as part of a move towards ‘no-touch’ operations.

                From Autonomy to Self-Healing

                Under set policies, autonomous agents can handle incident response and operational tasks, such as detection, triage and remediation. AI agents deployed in operations may become the backbone of L1 (first contact) and L2 (more skilled) support. Contrast this with the traditional, reactive, ticket-driven model of IT. The industry can move much faster and with a higher successful close rate. Leveraging intelligent automation reduces mean time to detection/resolution and KPIs around lower incident volumes reaching L3. Additionally, it can lead to improved service availability percentages. Well integrated agents that actually support existing operations teams also help manage the issues around talent shortages faced by many organisations.

                A typical incident lifecycle with agentic processes includes several stages depending on the model, but can be summarised as: Anomaly detected, correlated with recent deployment, a remediation script triggered and a human notified if set thresholds were breached. Such no-touch operations are golden in any sector, but particularly with industries such as digital banking and retail, where peak traffic periods demand near-instant response and poor customer experience is a powerful motivator for users to instantly change providers.

                IT Standardisation

                In addition, consider standardisation as part of strategic infrastructure best practices. There is a role for central operations clouds and operational ‘golden paths’ as solid foundations for reliable operational scale and dependability. Standardisation enables consistent, scalable operational excellence especially across large, distributed enterprises. ‘There is one way and it is the right way’ can be a great time and stress saver for operational teams – particularly if a regulatory notification and clear evidence is required.

                For example, a global bank might define a single golden path for deploying customer-facing applications with pre-approved monitoring, incident response workflows, and regulatory reporting templates built in. In an outage, teams follow the same process and automatically capture the evidence required for regulators, avoiding confusion, delays, and compliance risk.

                All of these possibilities take us to an exciting new place for an evolved set of developer and operational roles. When organisations enable AI to reshape daily engineering work away from manual firefighting and low-value work it frees headspace and time for developers and engineers to move into more architectural thinking and intelligent oversight of automated systems. These augmented teams will be empowered to manage simple situations instantly and devote more time and attention to the more difficult issues – the edge cases and the strategic necessities.

                Enabling Agentic AI

                Using another lens, businesses with agentic IT operations capabilities support their current talent, extending their reach and the speed of their response. The winning organisations will be those who deploy agents strategically, freeing up humans for that higher-value work – i.e. L3 expert support – and setting new standards for operational excellence that customers can rely on. Ideally this means making commensurate investment in existing people, training and organisational change management. A culture of continual upskilling and forecasting that points humans to where they make the best impact will be just as important as the autonomous tech tools working alongside them.

                Autonomous agents allow many new services, and one of those can be described as self-healing operations. This evolution of the operations world is where predictive detection, automated remediation and embedded resilience all coalesce. With an autonomous process of testing, maintenance and remediation, organisations can focus on finely measuring improved customer trust. They can also enjoy the productivity and revenue benefits of high business continuity and availability.

                AI is still a new technology, and many are legitimately concerned with the concept of autonomous agents. There is a need for clear guardrails, audit trails and explainability in automated remediation, and many technology partners have invested in their ability to support across these areas. Moreover, firms must maintain direction with policy-driven automation rather than uncontrolled autonomy, particularly in regulated industries.

                Mandate Operational Excellence

                This year is very likely to reward organisations that treat operational resilience as core to their business strategy. Those investing in automation, standardisation and governance will set the pace for their industries in an AI-enabled and increasingly autonomous world.

                Regulators are already expanding their scrutiny and reliability expectations beyond financial services firms. Across the world, jurisdictions are increasingly looking to strengthen their economies and digital services in particular through resilience and cybersecurity measures. At the same time, agentic operations, and the organisational performance benefits they support, will rapidly become table stakes technology in all sectors. Inevitably, customers will judge brands on digital reliability as much as price or product features when evidence of outages are a click or a headline search away.

                Start now. Audit internal incident response maturity, review the potentially complex web of third-party IT dependencies and identify where automation makes clear business sense. While resilience is an investment in compliance, it is also critical to ensure customer trust and future stability.

                Learn more at pagerduty.com

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech
                • Infrastructure & Cloud

                Author

                Anthony Termini

                Published

                9 April 2026

                Estimated Read time

                5Mins

                EPS Momentum’s Senior Analyst, Anthony Termini on how to develop meaningful investment insights with the right tech

                As the information age ushered in new technologies in the mid 1940s, it transformed the economic order of the post-industrial revolution. Traditional manufacturing evolved because electromechanics made nearly every operation run at scale more efficiently. That evolution accelerated, as if on steroids, when electromechanical digital computers pushed process efficiency higher than had been possible before.

                The Data Age of Investment

                The data age, which began roughly at the beginning of the 21st century, has had a similar, yet exponential effect on manufacturing. The Internet of Things (IoT) can synchronise disparate component processes across factory floors, even when they are geographically separated, to further enhance productivity.

                Now, think about your investment selection process in a similar vein. Before your personal computer was connected to the internet, investment research was the exclusive domain of Wall Street, namely the big wirehouse brokerage firms and white-shoe investment banks like Goldman Sachs. You had to be a client to get access to their insight, which was typically reserved for their largest institutional clients. The individual investor, especially the self-directed do-it-yourselfer, never had a fair chance.

                Today, the internet gives you the ability to link your computer to every investment chatroom from South Florida to South Russia. The investment insight you glean from these sites may just be scams pitched by dubious promoters or the groupthink that morphs hairbrained concepts into reasonably sounding ideas. Artificial intelligence (AI) makes both of these risks hard to identify, but AI has also helped to level the playing field for the individual investor. However, there’s a catch.

                Individual investors have to be serious about building long-term wealth. If you have made the decision to go it on your own, without the help of an advisor, take solace in the fact that you have access to every bit of data and information processing that professional investors do. But you need a plan.

                Investment Strategy

                First, make sure your investment strategy aligns with your long-term consumption goals. Then, try to align specific investment themes with that long-term outlook. Sort investment candidates into the industries and then sectors that match your long-term outlook. This is the case whether you take a top-down approach or a bottom-up approach.

                Top-down investing focuses on macroeconomic factors such as GDP growth, inflation, and interest rates in an attempt to identify the industries and sectors that could perform well, regardless of whether your outlook is positive or negative. A bottom-up approach almost ignores short-term macroeconomic forces and relies almost exclusively on good, old-fashioned fundamental securities analysis.

                Once you have these pieces in place, it’s time to screen for investment candidates and then begin your research. Most stock screeners deliver the same information. This is the case for most brokerage platforms and subscription-based research services. All the data comes from company regulatory filings. This means that most stock screening applications (online or mobile) are merely aggregating information that is already in the public domain.

                For example, earnings per share (EPS), gross margin (GM), earnings before interest and taxes (EBIT), earnings before interest, taxes, depreciation, and amortization (EBITDA). Nearly every screener can sort by these attributes and produce tables, but few are designed to identify meaningful trends in that data or give you the ability to perform side-by-side comparisons. Figuratively, they show you all the trees, heck, all the leaves or needles too. The only thing missing is what all that stuff says about the broader forest. What’s worse is that they rarely offer functionality to compare one tree to the others.

                Most stock screening tools are devoid of their own proprietary methodology that helps you cut through the noise by identifying meaningful trends. Because of this, investment research remains the exclusive domain of what is now digital Wall Street. They don’t offer individual investors anything that can help them demystify the markets. This is not to suggest that all stock screening tools are alike. Some do provide meaningful trend analysis to help take the guesswork out of investing and to demystify the markets. It’s a short list, so they are relatively easy to find.

                The primary attribute you should look for in a stock screening tool is its use of a proprietary methodology that both identifies and quantifies (produces a score for) trends. For example, a stock screener running on an internal engine focused on earnings would explain to you the momentum of a company’s earnings, up or down. You could then use that EPS momentum score to sort for companies with the highest growth rates.

                This isn’t to suggest that you should seek out screeners that exclude data from the public domain. That’s not realistic. The raw data is what it is. It is the input from which a proprietary scoring system may be created, so a screener that can sort by things like market cap as well as its own internal metrics offers a huge bonus.

                Look for screeners that take otherwise routine, publicly available information and analyze it to produce meaningful insights that go beyond the basic numbers. For example, the term post-earnings announcement drift is common on Wall Street. It explains the sometimes anomalous price movements a stock makes after the underlying company reports quarterly results.

                In Conclusion

                Being able to identify price moves (overreaction, underreaction) is one thing. Producing drift analysis that compares the most recent reaction to past price moves, and then illustrating those moves graphically, can have a huge impact on an individual investor’s success. This is an obscure example of the types of filter categories that should be in a robust stock screener.

                This being said, a web- or mobile-based stock screener that can automate the routine and analyse it for you to produce meaningful insights is why investing isn’t just for professionals anymore.

                Learn more at epsmomentum.com

                • Blockchain & Crypto
                • Neobanking

                Author

                Jamil Jiva

                Published

                8 April 2026

                Estimated Read time

                5Mins

                Jamil Jiva, Global Head of Asset Management at Linedata, on why the next chapter of AI-driven finance will be shaped not just by technology, but by creativity

                Beyond Data: Where AI Finds Unexpected Inspiration

                The discussion about training AI largely focuses on concerns that accessible, human-generated data is limited and may soon run out completely. If this is the case, how can technology that depends on a seemingly endless stream of inputs to iterate, test, and adapt deliver the results we expect? AI relies on structured, high-quality data to thrive, but what happens when we run out of spreadsheets and financial models to train AI? We need new data sources to ensure it continues to learn, adapt, and deliver accurate insights. Video games stand out as offering some of the richest, most expansive, and complex environments for AI training.

                At first glance, video games and financial operations seem to belong to entirely separate worlds. However, AI connects these domains, with models leveraging virtual-world training to tackle real-world financial tasks. Financial documents such as credit agreements and tax returns are often convoluted, unstructured, and labour-intensive to process. Therefore, AI designed to interpret such data must possess strategic reasoning, real-time adaptability, and advanced pattern recognition. So, could video games be the ideal training ground?

                Contrary to popular belief, gameplay can significantly improve how people think, learn, and solve problems. The abilities required to excel at video games closely reflect the skills AI systems must acquire today.

                Levelling Up: What Virtual Worlds Teach Machines

                Practice leads to proficiency, a principle that applies to both humans and AI. Interestingly, many of the most significant advances in AI development have emerged not from conventional data training, but from taking creative approaches. Games push AI to emulate human thinking and sharpen its statistical intuition.

                These game-trained models are neither expensive nor heavily reliant on resources, and they sidestep the issue of data scarcity. As a result, they are actively shaping the future of financial intelligence. The examples below offer a clear demonstration of the potential of gameplay.

                Virtual Economies: Lessons from World of Warcraft

                World of Warcraft, with millions of players interacting in an immersive and dynamic world, features an economy that closely mirrors real-world financial systems, complete with inflation, supply and demand cycles, and fraud risks. The game even inspired one of the most renowned epidemiological studies: when the in-game ‘Corrupted Blood’ plague spread unpredictably, scientists used it as a model for real-world pandemic simulations.

                Financial models depend on vast, interconnected data networks, much like the economy in World of Warcraft. Organisations employ AI to continuously monitor patterns, detect anomalies such as fraud or misstatements, and optimise data extraction for financial reporting, mirroring the way AI analyses virtual economies.

                Urban Chaos: GTA V and Real-World Simulation

                While Grand Theft Auto (GTA) V is famous for its open-world chaos, researchers have leveraged its traffic systems and non-player character behaviours to train AI for applications such as self-driving cars, crime pattern recognition, and urban planning. At its heart, GTA provides a platform for AI to process vast amounts of unstructured data in real time.

                Similarly, financial institutions manage millions of data points from a wide range of sources. Their AI tools must automatically extract insights, classify information, and normalise complex formats. GTA serves as a controlled yet intricate environment for simulating scenarios, enabling AI to optimise for real-world tasks through ongoing feedback loops.

                Sandbox Creativity: Minecraft and Adaptive Thinking

                Minecraft provides a sandbox environment where AI learns through exploration. OpenAI even trained an AI to play Minecraft by watching YouTube tutorials, closely mimicking the way humans learn. Similarly, any AI used by financial institutions must be able to self-learn from new document types and structures, adapting just as a Minecraft AI learns to survive.

                Reinforcement learning, where AI improves based on feedback, is a key element of intelligent document processing. Thanks to its vast scalability and dynamic, hierarchical environments, Minecraft serves as an ideal setting for navigation and repeated feedback loops, helping models develop domain-flexible reasoning.

                Multiplayer Mayhem: Dota 2 and the Art of Teamwork

                Dota 2 stands out as one of the most complex competitive games ever created, presenting AI with challenges in real-time decision-making, strategic coordination, and adaptability. OpenAI Five, trained on the equivalent of 45,000 years of gameplay within just 10 months, managed to defeat renowned, professional human teams. As anyone who has mastered StarCraft knows, tactical adaptability is essential for gaining the upper hand.

                Financial institutions operate in environments that are just as dynamic as the shifting levels of a video game. Market conditions, regulations, and data formats are in constant flux. AI must be able to adjust to new document structures, handle missing information, and navigate edge cases, much like AlphaStar adapts to an opponent’s unpredictable strategies.

                From Pixels to Profits: Bringing Game Logic to Finance

                Whether to streamline operations, mitigate risks, or make informed decisions in today’s data-intensive financial landscape, AI has the potential to fundamentally transform financial offerings, delivering personalised and evolving experiences that foster understanding and combine seamlessness with regulatory compliance.

                Yet AI does not simply require more data from which to learn; it needs better data. Video games offer near limitless, pre-built, highly complex digital worlds where AI can test hypotheses, simulate scenarios, and refine decision-making models. By utilising these unique environments, AI is challenged to enhance its speed, accuracy, and efficiency. 

                The world of video games has many lessons we can learn when building AI, and given AI’s remarkable ability for transferable learning, it makes sense to leverage these pre-trained models to power essential financial workflows. It is more than just document processing; it is thinking, and the same intelligence that enables AI to defeat world champions in Dota 2 is now driving the next generation of financial AI solutions.

                The next chapter of AI-driven finance will be shaped not just by technology, but by creativity. By embracing unconventional data sources such as the immersive complexity of video games, industry leaders will unlock new possibilities for personalisation, security, and customer engagement.

                Learn more at linedata.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech
                • Neobanking

                Author

                Richard Doherty

                Published

                Estimated Read time

                6Mins

                Richard Doherty, Head of Wealth & Asset Management, Publicis Sapient, on how asset managers must redesign their enterprise for AI-driven decision intelligence

                The asset management industry is entering a structural inflexion point. The first wave of AI focused on improving productivity through copilots and automation. The next wave will fundamentally reshape how decisions are made, executed, and governed across the enterprise. This is not a technology upgrade. It is an operating model shift.

                Despite significant investment, many firms remain trapped in fragmented AI experimentation. A majority are yet to realise meaningful economic returns from AI, not due to lack of capability, but due to a failure to redesign how intelligence is applied across the organisation. The gap between ambition and outcome is not a technology problem. It is a structural one.

                From Automation to Decision Intelligence

                The industry conversation has evolved. The question is no longer whether to adopt AI, but how to scale it across the enterprise. However, most firms are still approaching this challenge through the lens of automation, identifying tasks that can be executed faster or at lower cost. This delivers incremental value, but does not address the underlying constraint: the structure of decision-making within the organisation.

                Traditional operating models are built around sequential workflows. Work moves from function to function: research, compliance, operations, and distribution, each dependent on the previous stage. This creates latency, duplication, and fragmentation. Agentic operating models shift the focus from tasks to decisions.

                Instead of asking “Which processes can we automate?”, leading firms are asking: “Which decisions can be augmented or owned by intelligent systems?”

                This shift enables organisations to move from sequential workflows to parallel decision systems; from human-led analysis to AI-assisted reasoning; from periodic insight to continuous intelligence. The result is not a marginal improvement. It is a step-change in how the enterprise operates.

                The Pressures Driving Change

                This transformation is not happening in a vacuum. Asset managers face mounting structural pressures: margin compression driven by fee pressure and passive competition; rising operational complexity from regulation and product proliferation; and advisor capacity constraints that limit scalable growth. Agentic operating models directly address all three.

                By automating complex workflows, rather than individual tasks, firms can significantly increase advisor and analyst capacity without proportional cost increases. Parallel decision systems reduce the time required to launch products, respond to market events, and deliver client insights. This compresses cycles from months to days. Continuous monitoring of guidelines, portfolios, and operational processes reduces exposure to regulatory breaches and operational failures.

                These are not theoretical benefits. They represent measurable improvements in cost-to-serve, time-to-market, and operational resilience.

                Not all Intelligence is the Same

                To scale AI effectively, organisations must recognise that not all problems require the same type of intelligence. Enterprise AI operates across three distinct layers, and conflating them is one of the primary reasons AI initiatives fail to scale.

                Deterministic systems execute predefined rules with complete consistency. They are essential for functions where there is zero tolerance for error, trade validation, settlement processing, and regulatory reporting. If a business outcome must be identical every time, deterministic logic remains the correct approach.

                Predictive systems use historical data to forecast outcomes. Applied in areas such as portfolio risk modelling, fraud detection, and client churn prediction, they generate probabilities and insights, but they do not interpret context or make decisions independently.

                Agentic systems operate where problems require interpretation, judgment, and contextual understanding, investment guideline interpretation, regulatory document analysis, portfolio insights, and client communication. These systems can reason across complex information, generate insights, and take action within defined boundaries.

                The ‘Different but Valid’ Dilemma

                A critical challenge in adopting agentic systems is understanding how they behave. Traditional software produces identical outputs. Agentic systems produce reasoned outputs.

                This introduces what I call the ‘different but valid’ dilemma. An agent may take a different reasoning path from a human and arrive at a different, but still correct, conclusion. This variability is not an error. It is inherent to reasoning systems.

                The real risk lies in hallucination, outputs that are not grounded in data or evidence. Managing this requires organisations to clearly define where variability is acceptable. All AI-driven processes sit on a spectrum: deterministic actions with no variability (trade execution), predictive actions with controlled variability (risk scoring), and agentic actions with higher variability (investment insights).

                Leading firms design systems where agents perform reasoning, deterministic systems enforce execution, and humans retain oversight on high-consequence decisions. This balance enables both flexibility and control.

                The Operating Model Shift

                The most significant change is not technological; it is organisational. Traditional models are built on functional workflows. Agentic models are built on coordinated decision systems.

                Consider what launching a new investment product looks like under each model. In a traditional model, it involves sequential handoffs between teams, compliance reviews the guidelines, operations configures the systems, and distribution drafts the client narrative. Each stage waits for the last.

                In an agentic model, intelligent systems operate in parallel: compliance agents interpret guidelines, operations agents configure constraints, distribution agents generate client narratives, and governance agents validate outputs. This orchestration compresses timelines, reduces friction, and enables continuous decision-making. It represents a fundamental redesign of how work is performed.

                Governance: the Foundation for Trust

                Trust is the prerequisite for scaling AI. Without it, adoption stalls, not because the technology fails, but because the organisation cannot adequately explain or defend the decisions it makes.

                Leading firms implement governance models built on three principles. First, explainability: every decision must be traceable and auditable. Second, authority boundaries: agents operate within clearly defined limits. Third, human oversight: high-consequence decisions remain under human control.

                Regulatory expectations will continue to evolve, but one principle remains constant: organisations must be able to explain how decisions are made.

                Scaling AI is a Leadership Challenge

                Executives must take a deliberate approach across four areas:

                • Define the intelligence model: map business problems to deterministic, predictive, or agentic systems.
                • Build the foundation: invest in data, infrastructure, and orchestration capabilities.
                • Redesign the operating model: shift from workflows to decision systems.
                • Implement governance to ensure transparency, control, and compliance.

                Start with high-value use cases and expand rapidly across the enterprise. The firms that act now will establish a structural advantage in cost, speed, and decision quality. Those that do not risk being constrained by legacy operating models that cannot scale with the demands of modern markets.

                The Question is not if, it is Who

                The industry is not simply adopting new technology. It is redefining how decisions are made. The firms that succeed will not be those that deploy AI tools in isolation. They will be those who design the right form of intelligence for each problem, redesign their operating models around intelligent systems, and scale agentic capabilities across the enterprise.

                This shift is already underway. The question is no longer whether it will happen. The question is which firms will lead, and which will be forced to follow.

                Learn more at publicissapient.com

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech

                Author

                Thomas Benjaminsen Normann

                Published

                27 March 2026

                Estimated Read time

                6Mins

                Thomas Benjaminsen Normann, Product Director at Paymentology on the future for agentic payments and the progress still to be made

                Santander and Mastercard’s live AI-agent payment pushed the industry past the stage of talking about agentic commerce as a future use case and into the reality of a transaction moving through live banking infrastructure. In doing so, it placed an AI agent at the point of spend within a system that still assumes the person initiating the payment is also the one making the decision and carrying the liability.

                That assumption is far easier to sustain when a payment draws on existing funds than when it creates a debt that someone must later repay. And may dispute. As soon as an agent moves from guiding a choice to completing the transaction, the usual alignment between instruction, authorisation and liability becomes harder to see.

                Card authorisation has long rested on a simple premise: the person using the card is the one deciding to spend. Even when the transaction runs through a wallet, an app or a stored credential, the model still relies on a cardholder who is directly involved in the act of payment.

                Agentic payments

                Agentic payments stretch that arrangement. The customer may have set the rules, the budget or the merchant preference in advance, but the point of execution can now sit with software acting later and at speed. The question then extends beyond whether the transaction was authenticated to whether the debt it created was taken on with the kind of consent and clarity card systems have traditionally relied on.

                Mastercard has responded by building a stronger trust layer around delegated intent. Once software acts on a customer’s behalf, the usual signs of presence and intent at the moment of payment carry less weight than they do in an ordinary card transaction. Santander’s pilot showed that this can be handled inside a tightly controlled framework with predefined permissions.

                The challenge becomes very different once the same model moves into ordinary credit flows, where issuers are dealing with borrowing, repayment and dispute risk rather than a bounded test case.

                Risk models built on human behaviour

                Fraud systems and credit models have been trained to read people. How they spend, how quickly they move, where they buy, and what tends to happen before repayment trouble begins to show. An AI agent, even when acting entirely within a customer’s instructions, is unlikely to look much like that. It may search more widely, compare more aggressively, transact at unusual times and behave with a consistency that looks odd against a human baseline. Some legitimate payments will appear suspicious. Some suspect ones may look routine. Signals that once separated ordinary behaviour from risky behaviour will arrive in forms the system is not used to reading.

                Research from Capgemini indicates that 71% of consumers want generative AI integrated into shopping interactions. Meanwhile, 58% say they already use generative AI instead of traditional search for recommendations. That does not mean autonomous purchasing becomes mainstream overnight, but it does suggest the move from AI-assisted discovery to AI-executed transactions will not stay theoretical for long. For issuers, that means transaction systems are about to encounter a new behavioural signature without much history behind them.

                The pressure does not sit only with fraud screening. Credit decisioning is built on assumptions about how people build balances, revolve debt, repay over time and run into repayment trouble. An AI agent may be acting entirely within a customer’s instructions while still producing patterns those models were never trained to read cleanly. A sudden increase in spend, an unusual merchant mix or a burst of late-night activity may deserve scrutiny when a person generates it.

                The same signals may be perfectly consistent with a software agent searching widely, responding instantly to price changes or executing against preset rules with much greater speed and regularity than a person would. Once that behaviour starts landing in the credit book, signals that once carried meaning around affordability, intent or emerging repayment risk become less reliable as indicators.

                Signals the authorisation layer does not carry

                The transaction also arrives with gaps that matter more once software is involved. Existing payment messages can identify the merchant, the amount, the credential used and the authentication path. What they do not natively describe is whether the action came from a customer or an agent, what spending authority had been delegated, whether that authority was limited to a category, merchant or price threshold, and whether the funding source was intended to be debit, charge or revolving credit. A payment can be technically valid while still leaving the issuer with too little context about how the decision was made.

                A controlled pilot can solve some of that by imposing rules around the transaction from outside the standard message, which is effectively what bounded testing is for. Everyday credit use is less forgiving. If the issuer is expected to approve the payment, apply the right controls, score the exposure and later defend the outcome in a dispute, those signals have to be legible inside the flow rather than reconstructed around it after the event.

                At that point, the question is less about whether the payment experience works and more about whether the issuer-side controls underneath it can carry the weight. That includes the ability to apply rules in real time, restrict how a credential can be used, and keep a clear record of how the transaction was authorised and what kind of exposure it created.

                The missing context does not stop at authorisation. It follows the transaction further down the line, when an issuer has to explain why a payment was approved, whether the agent acted within its delegated scope. And how that scope should be evidenced if the customer challenges the transaction. Card systems are used to relying on the credential, the authentication path and the transaction record.

                Digital versus Traditional Wallets

                Agentic payments demand something more granular: a clearer account of who or what acted, under what limits, and with what right to create a liability on the customer’s behalf. The control layer around that decision, including how credentials are restricted and how delegated authority is defined, starts to matter much more than it did in a conventional wallet or stored-card journey.

                Infrastructure many issuers built out for tokenised wallets now looks more like part of the control architecture for agent-led spend. Because the payment credential itself may need tighter restrictions than the market has been used to applying.

                Santander and Mastercard have shown that an AI agent can now make it all the way through a live payment flow. What follows from that is less about whether software can reach the point of spend and more about what the rest of the stack needs to know once it gets there. If agentic payments are to move beyond controlled deployments and into ordinary credit use, issuers will need clearer ways to tell who acted, under what authority, against which funding source, and with what liability attached. Until those signals travel cleanly through the flow rather than being inferred around it, agentic payments on credit will remain easier to demonstrate than to absorb into everyday card operations.

                Learn more at paymentology.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance
                • Neobanking

                Author

                Dan Brightmore

                Published

                26 March 2026

                Estimated Read time

                4Mins

                Monthly active mobile money accounts saw their highest growth since 2021

                More than $2 trillion flowed through mobile money wallets globally in 2025, found the State of the Industry Report on Mobile Money 2026, prepared by the GSMA Mobile Money programme. This is an important threshold and exemplifies the exponential growth in transaction values the industry has experienced in recent years. It took 20 years to pass $1 trillion in annual transaction values, but just four years for this figure to double. 

                From its inception, only 25 years ago, mobile money has now become a mainstream financial service for underserved populations around the world. Empowering those without access to traditional banking services and contributing to economic growth in countries where mobile money is present. The report also found that mobile money reached 2.3 billion registered accounts in 2025, growing by 268 million.  

                “Mobile money has become one of the world’s most impactful financial services. What began as a simple way to move money has evolved into a global financial ecosystem, reshaping how hundreds of millions of people manage their financial lives. The market is reaching new heights and greater maturity. Adoption and regular use are surging, and value is scaling even faster than volume, with more than $2 trillion flowing through mobile money in 2025 – doubling from the first trillion in just four years. Looking ahead, the industry’s growing scale and sophistication will bring new opportunities, and new responsibilities. By prioritising interoperability and cross‑border harmonisation; engaging in digital public infrastructure; strengthening consumer protection and fraud controls; and accelerating women’s inclusion and financial health outcomes, we can ensure mobile money continues to provide safe, inclusive and sustainable digital financial services.” Vivek Badrinath, GSMA Director General

                Regular mobile money usage is growing, supporting financial health   

                Regular mobile money usage has increased worldwide over the past year, with active 30-day accounts rising by 15% to 593 million. Most new registered and active accounts came from Sub-Saharan Africa, although almost every region where mobile money is offered experienced a rise. This has led to monthly usage of mobile money accounts growing by half a percentage point to 25.7%, the highest it has been since 2021. However, this still leaves almost 75% of accounts inactive monthly, with fraud remaining widespread and transaction taxes often encouraging users to revert to cash in the countries where they’re in effect, negatively impacting financial inclusion.  

                Through more frequent usage, mobile money users can improve their financial health – the capacity to manage day-to-day financial needs, withstand shocks and invest in the future – by benefiting from the increasing provision of adjacent services like credit, savings and insurance. The report found that the number of mobile money providers offering insurance increased by one-third in 2025. Mobile-money enabled credit remains the most widely offered adjacent financial service, and this is nearly matched by those offering saving options.  

                Regulation is supporting mobile money in improving financial inclusion  

                Regulation is playing a key role in expanding the reach of mobile money, the GSMA reports. Over 60% of mobile money providers believe that interoperability, know-your-customer and consumer protection regulations have supported their operations. Although more must be done to support the industry, significant regulatory issues remain – particularly cross-border data transfer regulations, which 24% of mobile money providers report have hindered their operations. 

                With a supportive regulatory environment, the mobile money industry will be able to continue growing and, in turn, advance financial inclusion, especially among groups that have traditionally lacked access to banking services. This is vital as a wide gender gap persists in mobile money account ownership across seven out of 10 countries surveyed in the report. Aside from in Ghana, Kenya and Nigeria, women who own a mobile money account are still less likely than men to have used it within the past month. 

                Mobile money fosters innovation for good    

                In addition to accelerating financial inclusion and supporting improved financial health, mobile money usage is enabling wider social and humanitarian benefits by enabling rapid payouts during crises, particularly in remote regions. However, for these and other use cases to succeed, mobile money needs to be complemented by digital financial literacy initiatives to continue responsible growth across regions and demographics.  

                About GSMA 

                The GSMA is a global organisation unifying the mobile ecosystem to discover, develop and deliver innovation foundational to positive business environments and societal change. Our vision is to unlock the full power of connectivity so that people, industry, and society thrive. Representing mobile operators and organisations across the mobile ecosystem and adjacent industries, the GSMA delivers for its members across three broad pillars: Connectivity for Good, Industry Services and Solutions, and Outreach. This activity includes advancing policy, tackling today’s biggest societal challenges, underpinning the technology and interoperability that make mobile work, and providing the world’s largest platform to convene the mobile ecosystem at the MWC and M360 series of events. 

                Learn more at gsma.com 

                The report is funded by the Gates Foundation.  

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                24 March 2026

                Estimated Read time

                3Mins

                According to a new European study of 550 business buyers commissioned by TreviPay, the global B2B payments invoicing and payments…

                According to a new European study of 550 business buyers commissioned by TreviPay, the global B2B payments invoicing and payments network, friction in the B2B buying process in the form of slow onboarding and inconsistent invoicing along with rising expectations for AI-enabled processes are where businesses are experiencing threats to loyalty beyond price.

                “Across Europe and the UK, finance teams are navigating economic pressure, regulatory complexity and rising buyer expectations. Our research shows payment and invoicing experiences now play a decisive role in supplier selection.” Inez Berkhof-Hollander, TreviPay’s Vice President of EMEA

                Top Three European Market Expectations in 2026

                1. More AI-driven purchasing options vary by country

                Nearly 8 in 10 business buyers always or often use AI technologies in B2B purchasing and payment processes; a significant shift from previous years. AI is seen primarily as a means to improve decision-making through data insights (20%), strengthen fraud prevention and risk management (16%), and reduce manual tasks.

                However, enthusiasm is tempered by practical constraints. In Germany, where compliance demands are particularly high, adoption is more cautious. In France and Germany, AI’s appeal is strongly linked to providing invoice status visibility and auto-matching invoices to purchase orders, addressing persistent pain points around invoice inaccuracy.

                1. Suppliers offering Pay by Invoice options
                  Almost half (47%) of businesses actively look for the option to be invoiced as a determinant in where they place repeat business—a trend particularly important across Europe.

                “Pay by invoice remains the dominant B2B payment method across Europe,” Berkhof-Hollander said. “It’s woven into how businesses operate here. But preferences vary significantly.”       

                1. Despite widespread digitalisation, friction remains in the B2B buying process

                Buyers cite persistent challenges such as incorrect invoices, limited ERP integration, inconsistent invoice formats and delays in approval workflows.

                In Germany, 76% of buyers reported issues with payment options overall; far higher than the 37% reported in Spain.

                These pain points vary by market and company size. Larger enterprises (500+ employees) prioritize ERP integration and purchase controls more heavily, while mid-sized businesses value speed and flexibility. In the UK, fast onboarding is among suppliers’ biggest competitive levers.

                Payment preferences very by region and company size

                The research reveals significant variation across markets. Trade credit is especially prevalent in the UK and Germany (46%), while Spanish buyers rely on it far less but show the highest demand for invoice customisation (93% vs. 82% overall).

                “While there will always be regional differences, but it all comes down to reducing friction at every stage of the buying journey,” Burkhof-Hollander said. “Flexibility is key to helping suppliers cement repeat business and deliver sustainable growth.”

                Access the complete EMEA market research report for additional data here

                The research, capturing the views of 550 B2B buyers in the UK (21%), France (24%), Germany (18%), Spain (18%) and Australia (19%), was conducted by Censuswide between November 18-26, 2025.         

                About TreviPay

                TreviPay, The Pay by Invoice CompanyTM, is a fully managed B2B payments platform for global brands. Proven to increase AOV and reduce DSO, our accounts receivable automation software, enhanced by AI, optimises order-to-cash and integrates with all channels and ERPs. Delivering a superior payment experience, TreviPay is the choice of top retailers, manufacturers and travel companies, including Walmart, Lenovo and United Airlines. With more than four decades of experience powering over $8 Billion in global trade, TreviPay was named a Leader for Embedded Payment Applications by IDC and a top vendor in cash application by The Hackett Group. With offices in the US, Netherlands, Costa Rica and Australia, TreviPay supports customers in 32 countries.

                Learn more at trevipay.com

                • Artificial Intelligence in FinTech
                • Digital Payments

                Author

                Dan Brightmore

                Published

                23 March 2026

                Estimated Read time

                4Mins

                Money20/20, the world’s leading FinTech show, has announced 250 confirmed speakers from a total of 39 countries. They will take…

                Money20/20, the world’s leading FinTech show, has announced 250 confirmed speakers from a total of 39 countries. They will take the stage at Money20/20 Asia in Bangkok from April 21–23, 2026 at the Queen Sirikit National Convention Center (QSNCC).  

                From Infrastructure to Impact – Where Technology Meets Humanity

                This year’s theme is ‘From Infrastructure to Impact – Where Technology Meets Humanity’. It will explore how the next wave of financial innovation can deliver real outcomes across the APAC region. From digital public infrastructure and embedded finance to AI‑powered services and inclusive financial design. Money20/20 Asia will examine how technology moves beyond capability to create genuine human impact. With a speaker lineup drawn from across Asia, the show will unpack the trends, breakthroughs, and strategies shaping the future of money.

                Money20/20 Asia brings together speakers from over 40 global and regional banks. These include Standard Chartered, HSBC, Bank of America, Citi, Deutsche Bank, World Bank, Kotak Mahindra Bank, Tonik Bank, Maybank, J.P. Morgan, KASIKORNBANK, and Trust Bank Singapore to name a few. Experts from leading payment providers including Visa, Nium, Thunes, PPRO, Tazapay, Mastercard, Razorpay, Fiserv, Brankas, JusPay will discuss the evolution of payments across the region.

                “Money20/20 Asia is a platform for ideas that shapes the industry and this year’s lineup of 250+ speakers reflect the extraordinary progress happening across APAC. From digital assets and payments to AI and financial inclusion, the conversations in Bangkok will define the future of money across the region and beyond. We’re excited to bring together the leaders who are not only observing change, but actively creating it.” Danny Levy, Executive Vice President & MD APAC & Middle East, Money20/20

                Speakers Shaping the Future of Finance

                The 2026 keynote roster highlights a group of standout leaders shaping the future of finance across Asia and beyond. Some of the keynote speakers include: Faizul Ariff Ali, Governor, Reserve Bank of Fiji, Pichet Durongkaveroj, Executive Director, Bangkok Bank, Peng Ooi Goh, Founder & Executive Chairman, Silverlake Group and Anna Liu, CEO, HashKey Tokenisation

                “Thailand is emerging as a key financial innovation hub in Asia, and Money20/20 Asia provides a vital platform for us to connect with global leaders, building the future of finance. As digital transformation accelerates across the region, we see tremendous opportunity for collaboration, new business models, and technologies that will strengthen Thailand’s role in the regional financial network.” Pichet Durongkaveroj, Executive Director, Bangkok Bank

                New for 2026 at Money20/20 Asia

                New for this year at Money20/20 Asia is the Intersection Stage. Exploring the convergence of traditional finance (TradFi) and decentralized finance (DeFi), addressing how banks, fintechs, and emerging technologies are reshaping the global financial ecosystem. The stage brings together leaders from major financial institutions and well-known FinTech companies to discuss how innovation, regulation, and new financial infrastructure are transforming areas such as digital assets, trust and cybersecurity, and cross-border payments. Speakers include Siddharth Gupta of Bank of America, Sabih Behzad of Deutsche Bank, Fangfang Jiang of International Finance Corporation, Kenneth Chan of Webull, and Siva Kumar of Sumsub. They will share insights on regulatory innovation, digital asset adoption, developments in stablecoin, tokenisation and blockchain‑enabled settlement. Also how new payment rails are enabling faster and more efficient cross-border transactions.

                The show includes the Startup & Investor Park, a dedicated space where leading fintech founders from Asia connect with global investors, enterprise partners, and decision-makers. 20 standout startups from across APAC have been selected, highlighting the Park’s commitment to quality, innovation, and real-world impact. Over three days, the Park will host founder-focused sessions, investor meetups, startup showcases, and pitch competitions to accelerate early-stage growth.  Startups will also compete for the Golden Ticket to the 2026 Startupbootcamp Sustainability Singapore Accelerator, which offers SGD 70,000 in non-dilutive prize money, access to the Investment Readiness Program, and expert coaching.

                Money20/20 Asia will also feature FinTech unicorns and high‑growth innovators, including Revolut, Bolttech, Fireblocks, Circle, Bitkub, AppWorks, and Incognia, alongside technology leaders such as Meta, Finastra, FIS, and Publicis Sapient.

                “The digital asset landscape across Asia is evolving at remarkable speed, and platforms like Money20/20 Asia play a vital role in bringing together innovators, regulators, and ecosystem builders to shape that future. As the region’s leading blockchain and digital asset company, Bitkub is proud to be part of the global conversation on how tokenisation, digital identity, and next-generation financial infrastructure can unlock new economic opportunities and drive inclusive growth for millions across the region.” Jirayut (Topp) Srupsrisopa, Founder & Group CEO, Bitkub Capital Group Holdings

                In addition to the Intersection Stage Money20/20 Asia 2026 will feature three more stages. Each delivering a distinct lens on the future of money:

                • Radiant Stage: headline keynotes and industry‑defining conversations
                • Inner Forum Stage: deep‑dive discussions on payments, banking, digital assets, AI, and regulation
                • Startup Stage: spotlighting emerging founders and early‑stage innovation

                Program Highlights from the Agenda

                The 2026 agenda highlights the show’s core themes of digital assets, cross-border payments, AI, and regulation. And includes several high-impact sessions:

                • Day 1: The Future of Tokenised Markets in Asia, featuring HashKey Tokenisation, Fireblocks, Circle
                • Day 1: Real‑Time Cross‑Border Payments: The Next Leap Forward, with Nium, Thunes, Tazapay, Airwallex
                • Day 2: AI‑Driven Financial Inclusion Across APAC, with Kotak Mahindra Bank, Tonik Bank, Trust Bank Singapore
                • Day 2: The Creator Economy Meets Finance at the Intersection Stage, featuring Meta, Publicis Sapient, and leading digital creators
                • Day 3: Regulation for the Next Decade with regulators from Bank of Thailand, MAS, BSP, OJK Indonesia, Bangladesh Bank, Labuan FSA, and the Reserve Bank of New Zealand

                About Money20/20

                Launched by industry insiders in 2012, Money20/20 has rapidly become the heartbeat of the global fintech ecosystem. Over the last decade, the most innovative, fast‑moving ideas and companies have driven their growth on our platform. Mastercard, Airwallex, J.P. Morgan, SHIELD, GCash, Stripe, Google, Visa, Adyen, and more make transformational deals and raise their global profile with us. Money20/20 attracts leaders from the world’s greatest banks, payments companies, VC firms, regulators, and media platforms — convening to cut industry‑shaping deals, build world‑changing partnerships, and unlock future‑defining opportunities in Las Vegas (October 18–21, 2026), Amsterdam (June 2–4, 2026), Riyadh (September 14–16, 2026), and Bangkok (April 21–23, 2026). Money20/20 is where the world’s FinTech leaders convene to grow their brands. It is part of Informa PLC. Follow Money20/20 on X and LinkedIn for show developments and updates.

                Learn more at Money20/20.com

                • Digital Payments
                • Embedded Finance
                • Event Newsroom
                • Events
                • InsurTech

                Author

                Martijn Gribnauis

                Published

                Estimated Read time

                5Mins

                Martijn Gribnauis, Chief Customer Success Officer at Quant, on why Agentic AI will redefine financial services

                A recent Google Cloud survey showed that only 13% of finance organisations are currently using agentic artificial intelligence. This number needs to, and will rise when you consider that 88% of financial leaders are seeing ROI from generative AI already. Agentic is the next and most advanced evolution of artificial intelligence the world has ever seen. 

                Agentic AI is not on the way. It is here and already reshaping how forward-leaning financial institutions operate. In 2026, for IT and finance leaders to build an insurmountable competitive lead they must deploy agentic AI in every area where it can safely and effectively create value. The institutions that hesitate will find their business models under threat from familiar competitors and newcomers alike.

                Reinvention of Core Processes

                Agentic AI is poised to reinvent core financial processes. Bookkeeping, record maintenance, and period-end close are nearing complete automation. Month-end processes that once required late-night, stress-filled marathons will evolve into continuous, largely automated cycles. IT teams will no longer spend evenings on high alert waiting for failures. 

                This shift also frees IT leaders, finance teams, and operations functions from monotonous repetitive tasks. Instead of focusing on system uptime and manual reconciliation, they will collaborate with the C-suite on strategic initiatives that drive growth and revenue. 

                Understanding Why Adoption Is So Low

                Despite the promise of Agentic AI, there is understandable caution. Some 80% of organisations have reported ‘risky behaviour’ from AI agents, and in the world of finance that is an alarming number. Finance is one of the most regulated, risk-averse sectors in the world. The fear of losing control remains the primary reason so few in the industry have embraced Agentic AI.

                Loss of control and fear of catastrophic error

                Financial leaders fear that an autonomous system could go ‘off script’, mis-route payments, misinterpret rules, or inadvertently cause compliance breaches. In finance, even small errors can trigger major financial or regulatory consequences.

                Security and data privacy concerns

                Large AI models require huge quantities of sensitive data. Organisations worry about breaches, cyber-attacks, or manipulation. An AI agent with improperly configured permissions could, in theory, execute fraudulent transactions or expose confidential customer information.

                Bias and fairness risks

                If AI agents make decisions using incomplete or fragmented data, they risk perpetuating or amplifying bias. At scale, biased decision-making can undermine customer trust and expose firms to legal and regulatory challenges.

                Regulatory ambiguity and audit difficulty

                Regulators are still determining how to govern agentic AI. Some organisations fear that early adoption could unintentionally violate rules or create future audit vulnerabilities.

                These fears are legitimate, but not insurmountable.

                Tackling the Adoption Barriers: A Practical Blueprint for Finance Leaders

                To capitalise on Agentic AI’s immense potential, leaders must take a structured approach grounded in business value, security, and trust.

                1. Start With Clear, Measurable ROI and Efficiency Gains

                In finance, adoption accelerates when decision-makers see proof of value.

                Start by automating repetitive processes. Agentic AI can handle tasks like data entry, reconciliation, invoice matching, and initial fraud checks faster and more accurately than humans. This leads to reduced operational overhead as automation lowers labour costs, shortens processing times, and reduces error rates. Demonstrating these savings through case studies or internal pilots is critical to changing minds. 

                AI agents can enable revenue growth by analysing huge data sets to identify new investment opportunities, optimise trading strategies, and generate personalised product recommendations. Each of these capabilities directly impacts top-line growth.

                2. Strengthen Risk Management and Compliance Through AI

                Agentic AI will improve risk management when deployed responsibly. This starts with real-time fraud detection. AI agents can monitor transactions continuously, identifying patterns that suggest fraud long before traditional systems would detect an anomaly.

                Continuous monitoring is also incredibly helpful when it comes to compliance. AI agents excel at ensuring adherence to KYC and AML regulations. They can automatically maintain audit trails, identify missing documentation, flag anomalies, and escalate issues instantly.

                Enhanced stress testing and scenario modelling can both be completed via Agentic AI. It can simulate complex market environments more dynamically than legacy tools, providing deeper insights into vulnerabilities and improving resilience. When showcased and presented in this context, agentic AI becomes a risk-reduction tool in the eyes of decision makers. 

                3. Directly Address Security and Trust Concerns

                Trust is the cornerstone of adoption. Implement enterprise-grade security architecture that includes encryption, secure APIs, strict access controls, and continuous monitoring of agent behaviour. And, use explainable and transparent AI systems (XAI) so your finance teams understand the reasoning behind decisions. XAI helps provide interpretable outputs that support auditability and regulatory compliance.

                Start small with a controlled, low-risk pilot. A proof-of-concept in a non-critical workflow helps teams understand the technology, gather evidence, and build internal support before scaling. Produce numbers based reporting that speaks the language of the people who make the decisions. Show, don’t just tell them how agentic will move the business forward.

                4. Highlight the Competitive Advantage

                Agentic AI adoption is not just an efficiency upgrade. It is a competitive imperative. AI agents create faster innovation cycles by accelerating product development, service delivery, and operational improvements.

                They also provide superior customer experience. From instant account servicing to personalised financial recommendations, Agentic AI delivers the speed, personalisation, and convenience customers expect. Plus, it scales exponentially. No matter how many people call in at the same time, an agentic agent will answer immediately. Agentic AI reduces up to 86% of time spent in complex workflows that were traditionally handled only by people. This will be huge in getting ahead of your competition. 

                5. Build Momentum Through Internal Champions

                Adoption increases when respected leaders advocate from within. Mid-level managers, AI-literate staff, or members of the C-suite who understand the technology can serve as champions. Use them and their beliefs to drive alignment, communicate benefits, and counter misconceptions. The more people from different departments and levels of the organisation that talk up the technology, the more likely you are to get buy-in. 

                Your Time is Now

                Agentic AI will redefine financial services. The organisations that act today will build capabilities, insights, and competitive advantages that late adopters will not be able to replicate. Finance leaders must begin asking where agentic AI can support their business, where it can remove friction, where it can unlock growth, and where it can transform operations. The firms that act now will lead the industry. Those that hesitate will not get the chance to catch up.

                The only remaining question for finance organisations is not whether agentic AI will change the industry, but how quickly they choose to deploy it.

                Learn more at quant.ai

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Payments
                • Digital Strategy

                Author

                Richard Ford

                Published

                20 March 2026

                Estimated Read time

                3Mins

                Richard Ford, Chief Technology Officer at Integrity360, on why cybersecurity must move beyond control and embrace trust

                Cybersecurity has long been focused on building walls, but the biggest threat is already inside. Today, insider risk accounts for nearly half of all data breaches. This isn’t just about malicious actors, it’s about regular employees and trusted contractors who make simple, costly mistakes.

                Remote and hybrid working has only intensified the problem. With teams distributed and work happening across cloud platforms and collaboration tools, it’s harder than ever to track what’s happening, let alone why. Although AI tools promise efficiency, they also introduce new vulnerabilities. Employees pasting code into chatbots or bypassing corporate tools to meet deadlines. All seemingly innocent, but highly risky.

                Insider Risk

                Ransomware gangs know this and are now skipping the technical breach altogether and going straight to the source – a company’s insiders. Whether through bribery or social engineering, attackers are finding that humans can be the weakest link in even the most well-defended environments. Despite this, most security budgets still focus outward.

                Traditional tools like data loss prevention (DLP) struggle to keep up with today’s dynamic and unpredictable user behaviour. Meanwhile, simulated phishing tests and punitive training schemes often breed resentment, not resilience. It’s time to rethink the model.

                Human Error, Human Fix

                We need to stop treating employees as the problem and start making them part of the solution. Enter Human Risk Management (HRM), a behavioural approach to cybersecurity that recognises the complexity of modern work. HRM tools monitor real-world user behaviour, detect anomalies in context, and deliver just-in-time nudges to prevent risky actions before they happen. Instead of punishing mistakes, they help users avoid them in the first place.

                Of course, technology alone won’t fix the issue, culture is key. Leadership must champion security as a shared responsibility, not an IT rulebook. Success should be measured by how quickly employees improve, not how often they slip up. Awareness campaigns need to be practical and rooted in real-world behaviour.

                Organisations also need to understand how digital transformation has changed the risk landscape. Shadow IT is no longer a fringe issue, it’s how work gets done. Whether it’s a developer using an AI plugin or a marketer sharing files via a personal drive, employees will always find the fastest path to productivity. Security must meet them there, not block the way.

                Cybersecurity Built on Trust

                The smartest businesses are those that treat identity like infrastructure, and behaviour like a vital data stream. They invest in tools that adapt to people, not the other way around. This means a move away from a surveillance approach and embracing the nuance of human error and design systems that support.

                In a world where threats are increasingly internal and AI is both a risk and a tool, cybersecurity can no longer be about control. It must be about trust, and that starts with understanding the humans behind the keyboards.

                Learn more at integrity360.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy
                • Infrastructure & Cloud

                Author

                Pierre Noel

                Published

                Estimated Read time

                4Mins

                Pierre Noel, Field Chief Information Security Officer at Expel, on why security with community-based governance is a key business pillar that better positions organisations to become more resilient and target growth

                It’s been a particularly rocky start to 2026 for the global cybersecurity landscape. From the Substack data breach to PayPal credential-stuffing attacks in February, we are not looking at IT failures alone. These attacks are balance-sheet events: direct assaults on business value, triggering remediation costs and long-term impacts on financial health. Compounded with the conflict with Iran, leading to potential ramifications in the cyber realm, it’s more important than ever for the C-suite to be aligned on cybersecurity priorities.

                Despite this, a glaring disconnect remains in planning and execution. Expel’s research found that while 85% of finance leaders view cybersecurity as a key component of business planning, only 40% express full confidence in security’s ability to align with business strategy. To bridge this gap, CISOs must move from reporting on activity and start reporting on resilience and unit cost.

                Translating Alert Volume Into Unit Cost

                CISOs must change how they present the value of their operations. CFOs are largely indifferent to technical metrics like the ‘millions of blocks pings’ or ‘SOC alert volume’ – to a finance leader, an alert is simply another form of disruption to daily operations.

                To fix this, CISOs should introduce the ‘unit of cost protection’. By breaking down security spend into the cost required for a single transaction or business unit, CFOs can understand and manage it from experience. A tiered approach works best here: high-risk business units justify higher protection costs than low-risk ones. This allows CFOs to treat security as a scalable operational expense rather than a black hole of additional tooling – the kind of framing that also resonates in a boardroom.

                Mapping Investment to Business Risk Exposure

                Expel’s research shows that while 43% of finance decision-makers are confident that security can prioritise investments based on risk, only 46% are confident that security can deliver cost-efficient solutions. To move in the right direction, CISOs should shift from ‘vulnerability management’ to thinking about ‘business risk exposure’, requiring a different view of how threats unfold over time.

                It’s all about asking the right questions. Instead of requesting more firewalls to protect a specific timeframe, start asking for the cost of securing diverse digital ecosystems across an extended risk window. The 2026 Winter Olympics is a good example: Russian-led cyber campaigns began raising concerns months before a single athlete arrived in Italy, proving that risk isn’t a one-day event but an ongoing operational cost.

                For European organisations, this framing is increasingly non-negotiable. While NIS2 and DORA help make the cost of under-investment concrete and quantifiable, the upcoming Cyber Resilience Act (CRA), with key reporting requirements starting in September 2026, extends this pressure to anyone manufacturing or selling digital products in the EU. Even for purely domestic UK entities, the new UK Cyber Security and Resilience Bill is moving the goalposts toward these same high standards. Ultimately, CFOs must understand that cybersecurity isn’t just about preventing loss; it’s a prerequisite for safe and secure growth.

                The Reputational Multiplier

                So those are the questions to ask, but how do CISOs deal with the ‘unknown unknowns’, specifically long-term brand damage? While compliance fines under NIS2 or DORA may be straightforward (and important) to model, they rarely represent the full scope of the potential damage. In such scenarios, CISOs should propose a reputation multiplier: a framework for quantifying the financial fallout of brand damage in a language CFOs know and trust, looking past immediate recovery costs to factor in the long-term implications of re-establishing market trust.

                The 2026 CarGurus breach illustrates this well. Impacting 12 million users, the cost wasn’t purely technical; it also came from the stock price dip and marketing spend required to repair the brand. For UK companies, where regulatory scrutiny is heightened, that multiplier effect is even more pronounced. This is the language of a CFO, and it helps CISOs better translate the urgency and relevance of a strong cybersecurity posture.

                Standardising the Language of ROI

                Closing the gap between CFOs and CISOs needs more than just better data; it needs a shared vocabulary. By standardising the language of ROI, CISOs transform cybersecurity from a vague insurance policy into a transparent value driver fully trusted by finance teams. Move away from complicated defensive jargon toward a unified framework of unit costs, and the gap between the CISO and CFO starts to close.

                Security has become a key pillar of business operations, and in the current threat environment, it’s genuinely a community-based governance issue. The organisations that get this right aren’t just more resilient. They’re better positioned to grow.

                Learn more at expel.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy
                • Infrastructure & Cloud

                Author

                Dan Brightmore

                Published

                19 March 2026

                Estimated Read time

                5Mins

                Radi El Haj, CEO of global payment technology provider RS2, on the shift toward programmable, data-driven financial infrastructure designed for a real-time global economy.

                The financial industry is entering a new phase of infrastructure modernisation. While cryptocurrencies and blockchain continue to dominate headlines, a more pragmatic evolution is reshaping banking from within: tokenised deposits embedded directly into core payment systems.

                Tokenised deposits represent a practical bridge between legacy banking infrastructure and next-generation real-time capabilities. Unlike crypto-native assets, they remain fully regulated bank liabilities. But with the added advantage of programmability, automation and real-time settlement logic built directly into the banking stack.

                The recently launched Cari Network by five US regional banks signals this shift. It demonstrates how banks are beginning to rethink bank-to-bank payments and settlement at the infrastructure layer.

                Moving away from batch-based clearing toward programmable, real-time funds allows institutions to enhance efficiency, reduce settlement risk and modernise core systems without stepping outside regulatory guardrails.

                For banks re-entering acquiring, upgrading issuing, or consolidating fragmented payment systems, tokenised deposits represent not a parallel innovation, but an embedded evolution of core processing.

                What Tokenised Deposits Really Change

                At their foundation, tokenised deposits are digitally represented, insured banking liabilities. The critical distinction is that they remain part of the regulated banking system. This preserves trust, governance and compliance – the pillars that underpin institutional finance.

                The transformational value lies in programmability at the infrastructure level. When business logic is embedded into the payment instrument itself, banks can automate reconciliation, conditional settlement, liquidity allocation and multi-party disbursements in real time. Instead of adding layers of complexity on top of legacy systems, tokenisation integrates intelligence directly into the core ledger and processing environment.

                For banks operating across issuing, acquiring and cross-border settlement, this reduces friction between systems and enables a more unified, real-time operating model.

                AI as the Operational Intelligence Layer

                Tokenisation alone is not sufficient. To operate at scale, programmable deposits require an intelligent control layer. Artificial intelligence and machine learning provide that layer.

                AI can forecast liquidity requirements across issuing and acquiring portfolios, optimise routing decisions in real-time, detect anomalous behaviour and automate compliance monitoring. As transaction volumes increase and settlement windows compress, predictive intelligence becomes critical to maintaining resilience and control.

                In multi-bank or multi-ledger environments, AI also plays a key interoperability role. It reconciles cross-network flows, identifies bottlenecks and dynamically allocates capital across settlement channels. This is where infrastructure maturity matters most.

                Banks that embed AI-driven operational intelligence directly into their payment processing architecture will be best positioned to deliver speed without sacrificing stability.

                Infrastructure is the Real Challenge

                Tokenised deposits are not a feature — they are an architectural shift. Scaling them requires cloud-native, modular processing platforms capable of integrating with existing payment rails, regulatory frameworks and cross-border networks. Without modern infrastructure, tokenised deposits risk remaining contained pilots.

                For banks modernising acquiring or issuing capabilities, this becomes a broader transformation programme: upgrading the core ledger, harmonising payment rails, embedding real-time analytics and ensuring seamless interoperability across domestic and international networks.

                This is where strategic infrastructure partners become critical. Institutions need platforms that combine:

                • Cloud-native core processing
                • Real-time settlement capabilities
                • Embedded AI-driven monitoring and liquidity management
                • Open APIs for cross-network interoperability
                • Regulatory-grade resilience and auditability

                Only then can tokenisation move from concept to scalable reality.

                Embedding Innovation Into the Banking Ecosystem

                Payments innovation succeeds when it strengthens the banking ecosystem rather than bypassing it. Tokenised deposits offer a path to modernisation that reinforces trust, compliance and regulatory clarity. When combined with AI-enabled operational intelligence, they create a responsive infrastructure capable of supporting real-time commerce, embedded finance and cross-border settlement at scale.

                Institutions that approach this as an integrated infrastructure strategy — rather than a point solution — will see the greatest impact:

                • Reduced settlement risk through programmable fund controls
                • Improved liquidity optimisation across issuing and acquiring flows
                • Real-time fraud detection powered by AI
                • More efficient cross-border routing and capital allocation

                This is not about replacing banking infrastructure. It is about rebuilding it intelligently.

                The Next Phase of Real-Time Banking

                The launch of initiatives like the Cari Network signals the beginning of a broader industry evolution. As tokenised deposits mature, collaboration between banks, FinTechs and technology providers will determine how effectively they scale.

                The strategic question for banks is not whether tokenisation delivers value — it is whether their infrastructure is prepared to support it.

                Those that invest in modern, modular processing platforms capable of integrating tokenisation and AI at the core will establish long-term competitive advantage. They will move beyond incremental upgrades toward a unified, intelligent payments architecture.

                Tokenised deposits represent more than a technological enhancement. They reflect a shift toward programmable, data-driven financial infrastructure designed for a real-time global economy.

                For banks and technology providers operating at the intersection of issuing, acquiring and settlement modernisation, this marks the beginning of a new era — one defined not simply by faster payments, but by smarter, more resilient infrastructure.

                About RS2

                RS2 is a leading global provider of payment technology solutions and processing services, offering a unified approach to managing payments across all channels for banks, integrated software vendors, payment facilitators, independent sales organizations, payment service providers, and businesses worldwide. RS2’s platform stands out as a robust cloud-native solution designed for both issuing and acquiring operations. With its advanced orchestration layer seamlessly integrating all aspects of business operations, clients gain access to comprehensive analytics, reporting tools, and reconciliation features. This empowers businesses to effortlessly expand their global footprint through a single integration, while also gaining valuable insights into payment processes and customer behavior, enhancing operational efficiency, increasing conversion rates, and driving profitability.

                Learn more at RS2.com

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Digital Payments
                • Embedded Finance

                Author

                Dr. Yvonne Bernard

                Published

                18 March 2026

                Estimated Read time

                5Mins

                Dr. Yvonne Bernard, CTO at Hornetsecurity, on meeting the challenge of managing the speed of AI adoption and harnessing its defensive capabilities while mitigating the risk of uncontrolled adoption

                The past year has been defined by acceleration. Threat actors rapidly embraced automation, AI, and social engineering. Scaling their tactics at unprecedented speed, while defenders raced to keep pace. Historically, defensive resilience evolves in step with attacker innovation, but in 2025 that balance began to falter.

                In an analysis of over 6 billion monthly emails, Hornetsecurity’s Security Labs found that the volume of sophisticated threats grew faster than most security teams could adapt to. Malware-infected emails soared by 131%, scams increased by nearly 35%, and phishing attempts – powered by access to advanced AI – rose by 21% from the previous year.

                Typically, attacks, even at volume, are easily filtered by good firewalls and secure email gateways. But the sophistication and AI-led nature of 2025’s boom made it even harder for organisations to defend themselves. The question now is: can security teams and businesses wrestle back control?

                Evolving Cyberattack Landscape

                ​​AI enhances efficiency and precision. As such, cybercriminals use it to launch faster, more convincing and adaptive attacks, ranging from deepfakes to credential stuffing. As an example, there is a concerning trend of attackers increasingly using ‘MFA bypass kits’ to create deceptive login pages. These pages capture not only the user’s credentials but also have logic built in to handle MFA prompts as well. ​​The unsuspecting user is then passed to the real login page for the target service and meanwhile the ‘kit’ grabs a copy of the user’s session token. This allows the attacker to impersonate the person and access their data. ​​​​​

                Examples of such kits include Evilginx (open source) and the W3LL panel. Protecting against these attacks can be challenging, as they are adept at bypassing MFA safeguards. Threat actors often use compromised LinkedIn accounts, for example, to gain access to substantial information and connections. This enables them to impersonate trusted business connections. Paired with the weaponisation of Agentic AI, this will magnify existing vulnerabilities within an organisation, while introducing new ones that defy traditional containment models.

                As it stands, the lack of oversight within organisations on the extent of AI’s adoption by cybercriminals has enabled the emergence of ‘Ransomware 3.0.’ Ransomware has evolved past simple encryption and exfiltration, with this next phase focusing on LLM-driven orchestration and a shift to data integrity manipulation.

                To counter AI-accelerated compromises and ‘Ransomware 3.0’ in 2026, organisations must adopt a Zero Trust-based cyber resiliency strategy. This requires businesses to implement strong, non-phishable machine authentication, strict least-privilege access, and constant monitoring to protect the integrity of the data that users and AI agents can access. It should become the baseline expectations rather than aspirational goals for this year.

                The Secret Value of ‘Least Privilege’ Access

                Another strategy to proactively improve cybersecurity defences in 2026 is to enforce the principle of ‘least privilege’ access. This tactic grants users access only to the data that’s needed for their role. Limiting excessive access is important for preventing the potential for widespread data exposure and damage in the case of an account compromise.

                Businesses, however, must strike a balance over access; if it’s too strict, it can hinder productivity and lead to shadow IT issues. Getting this balance right when it comes to privileged access is where sophisticated permission managers are invaluable tools to work with. They streamline the process and remove the guessing game of who and what to grant access to, thereby ensuring, in the case of an attack, that the entire organisation won’t be brought to its knees.

                How CISOs are Adopting ‘Resilience, not Perfection’

                The rate at which AI is advancing means not every organisation will be equipped with the tools or the know-how to tackle every AI-inspired attack. But as the saying goes, ‘prevention is better than cure’. It’s better to create a strong security culture than to continually chase after the next best tool. 

                Organisations can’t strengthen their resilience without involving every single person under their umbrella. That’s why CISOs must continue to invest in cybersecurity awareness programs.

                These should include simulated AI-phishing attacks (phishing remains the number one attack vector) to test users and enable them to apply learnings from the modules.

                If any user clicks on a phishing email, they should receive additional training at that very moment, to cement the learning. Over time, a good training system should automatically identify users who rarely fall for such attacks and reduce the training they receive while making the simulations they do receive more difficult. Conversely, giving persistent offenders additional bite-sized training and simulations can help improve security outcomes over time.

                The key challenge for 2026 is managing the speed of AI adoption and harnessing its defensive capabilities while mitigating the risk of uncontrolled adoption. But with excellent training, cyberattack practice runs, and the adoption of Zero Trust principles, organisations will find themselves in a strong position.

                About Dr. Yvonne Bernard

                Dr. Yvonne Bernard is the CTO of Hornetsecurity by Proofpoint, Proofpoint’s business unit leveraging the Hornetsecurity product suite dedicated to managed service providers (MSPs) and small to mid-sized businesses (SMBs), providing next-generation cloud-based security, compliance, backup, and security awareness solutions that help companies and organisations of all sizes around the world.

                Learn more at hornetsecurity.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Dr Megha Kumar

                Published

                17 March 2026

                Estimated Read time

                6Mins

                Dr Megha Kumar, Chief Product Officer and Head of Geopolitical Risk at CyXcel, on whether our risk and regulatory frameworks and institutional cultures can keep pace with Agentic AI

                Within the next couple of years, Agentic AI is likely to progress from early stages of operation to be fully embedded within systems. Its expansion will be subtle rather than spectacular. It will integrate steadily into enterprise platforms, logistics networks, compliance workflows, cybersecurity operations centres and executive decision-support tools. Processes will move faster, operating expenses will decline and performance indicators will trend upward.

                Yet these visible improvements mask a deeper challenge. The regulatory exposure, data governance pressures and erosion-of-trust risks associated with Agentic AI are being misjudged.

                Unlike earlier AI applications designed primarily to generate outputs – whether text, imagery, or predictive insights – agentic systems are built to act. They sequence decisions, draw from multiple data environments, initiate consequential processes and function at scale with differing levels of human supervision. In sandbox environments this can seem contained and controllable. Over extended periods in live environments, however, sustained oversight, traceability and effective governance become significantly more complex.

                Evolving Operational Complexity

                There are two key challenges that businesses must address.

                First, how do organisations monitor what agentic systems are doing once deployed? These systems evolve through updates, integrations and retraining and they interact with new data environments.

                Second, how do you ensure responsible behaviour throughout the lifecycle? Regulators, policymakers and customers will likely expect firms to shift from compliance assurance to risk assurance and demonstrable evidence of trust and transparency.

                The prevailing assumption is that human oversight will mitigate these risks. Human in the loop or human over the loop has become the default reassurance. In practice, however, that assumption breaks down far faster than many anticipate.

                When a system works 95 per cent of the time, human reviewers limit their scrutiny. Behavioural science tells us that automation bias and complacency occur when automated systems are high-performing. Employees often become validators of AI outputs rather than critical examiners. The diligence gap widens gradually and then suddenly.

                Facing Up to Difficult Questions

                How do you incentivise employees to remain diligent checkers when the system mostly ‘works’?  And how much time does effective oversight actually require? True review is not a cursory glance at a dashboard. It involves interrogating assumptions, validating inputs, checking context and assessing downstream consequences. In many cases, meaningful oversight may take nearly as long as performing the original task manually. When checking becomes more costly than doing the job yourself, pressure to ‘trust the system’ intensifies.

                And what happens to accountability when oversight exists on paper but not in practice? Governance documentation may show layered review structures, escalation pathways and audit processes. Yet if humans are functionally disengaged, responsibility becomes dispersed. When errors surface, organisations may struggle to attribute fault – was it the model design, the data, the integrator, the operator or the reviewer who signed off without fully scrutinising?

                Regulators are only beginning to grapple with these realities. In jurisdictions such as the European Union, the EU AI Act introduces risk-based obligations, documentation requirements and human oversight provisions. These are important steps, however, the operationalisation of those requirements in dynamic, agentic environments remain untested at scale. Compliance on paper will not automatically translate into resilient governance in practice.

                Addressing the Trust Challenge

                Beyond regulatory exposure, there is a broader trust challenge emerging.

                As Agentic AI systems scale across industries, they will generate vast volumes of automated outputs – reports, communications, risk assessments, content, decisions and transactions. If errors or manipulations spread through interconnected systems, confidence in digital outputs may erode.

                In geopolitically sensitive contexts, this has profound implications. Agentic systems interacting with external data sources could amplify disinformation, introduce biased datasets or make decisions based on manipulated inputs. The speed of automation may outpace the speed of verification. Trust, once diluted, is difficult to restore.

                Data protection risks will also intensify. Agentic systems frequently require broad access privileges to perform tasks effectively. They may access internal databases and personal data and interact with third-party platforms. Each interaction creates potential exposure points. A single misconfiguration or prompt injection attack could trigger cascading consequences across systems.

                The next phase of AI adoption will not simply amplify productivity: it will amplify regulatory, legal and reputational risk. This moment therefore demands serious scrutiny before agentic AI becomes deeply embedded in business infrastructure.

                The Moment for Action has Arrived

                So, what should organisations be doing now?

                To begin with, organisations need to look past superficial, tick-box compliance. Effective governance cannot live solely in policy documents – it must function in day-to-day operations. This means investing in continuous monitoring capabilities, robust audit trails and real-time anomaly detection tailored specifically to Agentic AI behaviours.

                In parallel, incentive structures should be redesigned. Meaningful human oversight will not happen if it is treated as secondary to speed or output. If employees are expected to provide meaningful review, organisations must allocate time, training and authority accordingly. Performance metrics should reflect risk management responsibilities, not just output rate.

                Clear lines of accountability are equally important. Senior leadership and boards should determine who carries ultimate responsibility for outcomes produced by agents. Where third-party vendors are involved, responsibilities must be contractually and operationally defined. Incident response mechanisms should be rehearsed in advance, rather than presumed to work when pressure is high.

                Expertise must also be integrated across functions. Legal, risk, compliance, cybersecurity, data protection and operational teams should be engaged from the outset. Deploying Agentic AI is not simply a technical upgrade – it reshapes the organisation’s risk profile.

                Finally, resilience demands deliberate stress-testing. Leaders should examine not only pathways to success but how models fail at scale. How would the organisation respond if a system update embedded systemic bias, if an integration vulnerability enabled unauthorised activity or if automated actions eroded customer confidence? Rigorous scenario exercises, however uncomfortable, are essential to building genuine preparedness.

                As Agentic AI advances, Risk Management Should Match its Pace

                None of this is an argument against adoption. Agentic AI presents meaningful productivity improvements and the potential for sustained competitive differentiation. Organisations that deploy it with discipline and foresight may secure a measurable advantage. The danger lies not in adoption itself, but in pursuing acceleration without knowing the risks and putting the right guardrails in place.

                The coming two years are critical for businesses. Before these systems become deeply embedded in core processes, organisations have an opportunity to shape the control environment around them.  However, once agentic systems are fully embedded, retrofitting controls will be far more difficult and costly. Leaders must therefore treat this period as a design phase for oversight, not merely a race for competitive advantage.

                Agentic AI is advancing rapidly. The defining question is whether our risk and regulatory frameworks and institutional cultures can evolve just as quickly.

                Learn more at cyxcel.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Laurent Descout

                Published

                16 March 2026

                Estimated Read time

                4Mins

                With AI adoption booming across financial services, Laurent Descout, CEO and co-founder of Neo, explores why the technology has emerged at the right time for payments and what it signals for the industry’s future

                The payments industry is undergoing significant transformation as instant payments become the global standard and ISO 20022 reshapes financial messaging. For financial institutions, these changes are creating a more complex operating environment that demands new approaches to managing payments.

                Payments have long been the bedrock of financial systems. Allowing businesses and individuals to pay for the goods and services that keep the world’s economy moving. 

                Over time, the processes by which payments operate have evolved. From the first wire transfers in the 19thcentury to credit cards in the 1950s. Smartphones and the internet then took payments digital, with online banking, mobile wallets and pay by phone following suit. 

                Now, the next wave of innovation is beginning to reshape how payment systems operate. With 62% of global organisations reporting that they are at least experimenting with AI agents. The payments industry is no exception. From processing transactions and powering chatbots in fraud detection and compliance, AI is commercially imperative for banks of all sizes.

                Emerging at a Pivotal Moment

                The growing adoption of AI coincides with global efforts to speed up and streamline payments. Instant payments are fast becoming the global standard.

                This shift has been driven by consumer and business expectations, but also by changing regulations. In Europe, the Instant Payments Regulation in 2025. And most recently, SWIFT’s migration to ISO20022 has driven changes in the way payments are processed. 

                ISO 20022 introduces a single, data-rich standard for financial messaging. Under SWIFT’s migration, which reached a major milestone in November 2025 with the end of the coexistence period, payments can now carry more detailed and consistent information. 

                This reduces ambiguity and improves data quality throughout the transaction lifecycle. This makes payments easier to track, reducing delays and increasing customer confidence. 

                Under the upcoming November 2026 deadline, support will end for unstructured messages and retire MT101 request-for-transfer messages. Leaving only structured and hybrid formats. ISO 20022 also underpins modern payment rails and APIs. This enables banks and PSPs to offer instant payments and embedded payment services within corporate workflows.

                Furthermore, there are initiatives from SWIFT like SWIFT Go, SWIFT Pre-Validation and SWIFT Case Management. These focus on making payments less frictional, more transparent and faster at post-issuing resolution. 

                What AI Brings to the Table

                Against this backdrop of growing complexity, AI offers financial institutions powerful tools to automate processes, improve decision-making and reduce operational friction. All of these are key attributes for monitoring payment systems and have the potential to speed up processes end-to-end. 

                One of its core applications in payments is applying machine learning to navigate the complex web of global payment rails, completing transactions more efficiently and with fewer errors.

                It also unlocks more advanced capabilities from enriching payment messages, forecasting cash flow, identifying liquidity gaps, and optimising reconciliation processes.

                Crucially, AI helps PSPs cope with the increasing complexity of regulation. From document analysis to compliance reporting, AI can scan thousands of pages in seconds, extracting relevant insights and streamlining manual workflows.

                This means the end of endlessly searching through paperwork for small details, which can feel like searching for a needle in a haystack.

                Advanced AI models can even write and test code, accelerating product development, reducing time-to-market, and making system updates faster and more cost-effective.

                Fraud Protection

                In addition to promoting the good, AI in payments also keeps out the bad.

                In the fight against fraud, AI can recognise suspicious patterns and use algorithms trained on historical data to flag anomalous transactions.

                This monitoring occurs in real-time, allowing for immediate action to prevent losses and incorporating machine learning models to reduce the likelihood of false positives.

                Importantly, these checks happen silently and frictionlessly, with no disruption to legitimate users or the payment system.

                It’s unsurprising, therefore, that 90% of financial institutions are using AI for fraud prevention strategies.

                Striking the Right Balance

                However, AI is not a silver bullet for the payments industry, and when poorly implemented, it can be ineffective or introduce new risks.

                To avoid this, PSPs should reset their expectations and strategically evaluate the most effective use cases for implementing AI, such as streamlining document analysis or automating repetitive tasks, rather than applying it indiscriminately across all areas of business.

                AI implementation should be piloted in high-impact areas like fraud detection, compliance automation, and liquidity forecasting, while ensuring it is coupled with robust governance.

                A Catalyst for Progress

                As AI continues to make payments faster and safer, payment institutions should look towards fintech for best practices on how to integrate AI into systems strategically and cost-effectively. Many of these smaller firms continue to outperform larger banks with AI innovations thanks to their agility. 

                Learn more at getneo.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance

                Author

                Dan Brightmore

                Published

                13 March 2026

                Estimated Read time

                4Mins

                Peter Curk, CEO of crypto asset management firm ICONOMI, on why it’s time for crypto platforms to grow up

                Despite being around for more than 15 years now, cryptocurrency is still treated as something new.  It’s not part of the establishment, despite the fact that it’s rapidly heading that way, and still carries a whiff of rebellion. So, when people talk of crypto investors, the image remains of the young, highly computer-literate, glued to their screens as they mine for tokens and dream of their next big win, no thought of risk in their heads. The capital tells a very different story.

                In 2026, the most important crypto users are not the commitment-free youths, but rather the over-35s. The 35-54 age group dominates assets under management (AUM), quietly funding the ecosystem, while being quietly underserved. While younger users hold the most accounts, explore interfaces, and track prices, they lack the disposable income to move into investment. If crypto lay in their hands, the system would rapidly crumble through want of deposits. So, why is it that the active investors, the quiet, patient, systematic, and loyal, are still being next to ignored?

                Why the 35-54s Dominate Crypto Investment

                If you really think about it, there’s little mystery as to why the 35-54s are playing such an important role in crypto. First, they have capital. By their late 30s and 40s, most people have reached their peak earning years. Their careers are established, their lives are more stable, and their mortgages are becoming more manageable. While most wouldn’t openly state that they have surplus capital, most have a bit ‘put by’ and are looking for ways to help it grow. 

                Secondly, they have the requisite understanding. This is the generation that grew up alongside technology. Many were early crypto adopters. Others were simply observers, but they understand what happened in the build up to crypto – the dot-com boom and bust, the 2008 financial crisis, and the rise of FinTech. They know the risk of inflation and the need for a hedge when you’re trying to protect your capital. And for many of them, crypto is that hedge, and they treat is seriously.

                Thirdly, they have the time to watch their investment grow. They don’t need immediate wins, as nice as that would be. They’re willing to wait for their strategies to come to fruition, even if they’re years in the making. And that’s what makes them so incredibly important to the crypto industry. So, why do crypto companies continue to neglect them?

                How the Industry Still Neglects its Biggest Users

                Crypto platforms remain almost entirely youth orientated. The interfaces, the gamified rewards, the meme-driven notifications; these are not the tools for calm decision-making, but rather constant and frenetic engagement. The language is built around jargon, slang, and irony, which can’t help but feel childish, like a teen playing up to impress someone a little older. There’s too much bravado and not enough substance, meaning that crypto platforms are entirely missing the mark, chasing customers without money and ignoring the serious investors who have the capital to keep the sector moving.

                And this is felt nowhere more than in the lack of service. Structured support, human accountability, and clear escalation pathways are almost entirely lacking from the crypto space. When something goes wrong, users are pushed toward bots, forums, or self-help articles.

                While new investors with waiting capital and no experience have no resources available to guide them into crypto investment, so turn to traditional finance instead. Where structure, transparency, and trust were embedded long ago.

                Why it’s Time for Crypto Platforms to Grow Up

                If crypto truly wants to become part of the financial establishment, rather than endlessly railing against it, it must mature alongside its users. That doesn’t mean abandoning innovation or decentralisation, but rather recognising that credibility relies upon so much than those two factors. It’s about design choices, language, and service.

                For crypto companies, this means investing in simplicity, clarity, and usability. Creating a system that values communication, supports investors, builds confidence, and prioritises portfolio health. Where accountability is clear, and platform users can truly understand how risk is managed, and what they can do when something goes wrong.

                And this is essential – not for the investors, because when it comes down to it, they are free to take their capital elsewhere. It’s essential because these are the users who are feeding the crypto industry. The 35-54s aren’t a niche to be pandered to if you’re struggling with the rest of the market; they are the stable core of sustainable financial investment that the crypto infrastructure needs. They are doing now what the 20-year-olds the industry is obsessing over will only be able to do in 15-20 years’ time. And with their money, they are bringing legitimacy to industry. But they can – and will – only keep doing that if the crypto space begins to serve them properly.

                There’s no question over whether the crypto industry will grow up. It has to. The need for regulatory compliance will eventually see to that. What remains to be seen is whether it will grow up quickly enough to benefit from the continued investment from the people who are currently trying to carry it forward.

                Learn more at ICONOMI

                • Blockchain & Crypto
                • Digital Payments

                Author

                Dan Brightmore

                Published

                12 March 2026

                Estimated Read time

                3Mins

                New research from Aqua Global shows banks are struggling to keep up with compliance, as legacy tech drags them down

                Aqua Global, the financial messaging hub built for payments, treasury and securities processing, today revealed research showing European banks are prioritising compliance over customer experience as legacy infrastructure struggles to keep pace.

                The survey of 150 European IT banking leaders, with half based in the UK, showed that:

                • Regulation is putting a drag on innovation:
                  • 77% of respondents say regulatory demands outweigh customer demands when it comes to payment modernisation.
                  • 67% spend more effort adapting systems to new standards than improving customer experience.
                • Banks fear missing milestones – but can’t keep up:
                  • 77% say missing a key regulatory milestone would cause significant operational and reputational damage.
                  • But 60% admit their existing infrastructure struggles to keep pace with evolving standards.
                • Richer data requirements expose structural weaknesses:
                  • 72% admit richer data requirements (e.g. AML, sanctions, fraud) have exposed gaps in their current infrastructure.
                  • Structured addresses, AML/sanctions-related data and counterparty identifiers (BIC/LEI) are the most difficult piece of data to capture.

                “The challenge with richer payment data isn’t availability, it’s fragmentation. Information sits across multiple systems and formats, making it hard to build a complete, trusted view of a transaction. The ability to manage, govern and validate data at scale is quickly becoming a defining factor in payments resilience. This is why 81% of respondents believe a unified messaging hub across multiple channels will be essential to remain compliant and competitive in the future.” Elliot Wood, Chief Technology Officer at Aqua Global.

                ISO 20022 and T+1: Regulatory Compression Exposes Legacy Fragility

                One in five respondents experienced downtime and/or payment disruption during migration to the new ISO 20022 standard. Almost all respondents (97%) experienced challenges, with the top three cited as:

                1. Legacy systems unable to handle structured ISO 20022 data.
                2. Poor underlying data quality for enriched ISO 20022 fields.
                3. Integrating challenges with other third-party systems, such as AML, sanctions and fraud systems.

                As a result, 65% still rely, at least in part, on translation tools to remain compliant, even though 83% believe such short-term fixes will prove more costly in the long run.

                The same structural weaknesses are now surfacing in preparation for T+1 settlement. While 21% of banks have taken action to prepare, almost a quarter (23%) have no plans in place. Legacy systems incapable of supporting compressed settlement windows without significant investment remain the most cited barrier.

                Together, ISO 20022 and T+1 highlight a broader issue: regulatory timelines are accelerating faster than banks’ infrastructure can adapt.

                “The migration challenges we’re seeing aren’t isolated incidents – they expose the structural limits of legacy payment architecture,” says Cian Fernando, CEO of Aqua Global. “Treating regulatory change as a tick-box exercise encourages short-term fixes that increase complexity. Banks that modernise natively reduce cost, operational risk and friction over time. As regulatory deadlines tighten and data requirements grow richer, banks relying on fragmented systems face rising operational risk and mounting cost pressures, with less capacity left to compete on customer experience.”

                To learn more download the full From Compliance Burden to Competitive Advantage report

                About Aqua Global

                For over 43 years, Aqua Global has delivered a robust suite of financial messaging and transaction automation solutions for payments, treasury, and securities processing that integrate internal systems to external services. Trusted by leading banks across 22+ countries, our Aquila orchestration and integration framework offers exceptional performance, control, and scalability.

                Learn more at aquaglobal.co.uk

                • Cybersecurity in FinTech
                • Neobanking

                Author

                Dan Brightmore

                Published

                9 March 2026

                Estimated Read time

                5Mins

                Visa is leading the AI race in payments, according to Evident’s AI Index for Payments, a major new ranking of…

                Visa is leading the AI race in payments, according to Evident’s AI Index for Payments, a major new ranking of AI adoption within the industry. 

                The Index shows industry stalwarts Visa and Mastercard outpacing their peers and delivering tangible AI outcomes thanks to early investments in talent and innovation.

                Behind them, PayPal (3rd), American Express (4th), Stripe (5th) and Block (6th) emerge as the challengers. They outperformed the Index average, but are yet to match the leaders’ scale of deployment and outcome disclosure.

                AI Moving from Experimentation to Deployment

                Over the past two years, the 12 payments companies in the Index have publicly documented nearly 100 AI use cases. Underscoring how rapidly AI has moved from experimentation to deployment across core payment workflows. It’s a landscape defined by constantly evolving fraud threats and rising customer expectations for faultless, high-speed processing. Evident notes that nearly a third of these use cases disclose measurable outcomes, including efficiency gains, risk reduction and revenue uplift.

                “Payments firms adopted AI out of necessity long before many other industries – their business models demanded it. Companies who invested early – like Visa and Mastercard – have gained a clear advantage over their peers, both in AI capabilities and the value their deployments are realising.” Alexandra Mousavizadeh, Co-Founder and Co-CEO of Evident.

                Talent, Innovation, Leadership and Transparency

                The Evident AI Index for Payments provides the most comprehensive independent benchmark of AI maturity across the industry. It is based on publicly available data around four pillars critical to successful AI deployment: Talent, Innovation, Leadership and Transparency.

                According to Evident, Visa’s lead is based on consistent performance across the four pillars. And because it demonstrates the clearest evidence that AI is institutionalised across its core transaction network. Visa and Mastercard show maturity in areas such as fraud detection, cybersecurity and network-level risk reduction. Visa stands out for the scale and measurable impact of a handful of large, multi-year deployments focused on the integrity and security of its entire ecosystem.

                “Mastercard shows strong evidence of scaled deployment and quantified performance improvements. Particularly in areas like fraud detection and AML tracing,” continued Mousavizadeh. “But what sets Visa apart is the degree to which the company is demonstrating impact at scale over multiple years. From applications of AI across its operations and network. It signals a shift from individual use cases to AI as institutional capability.

                “What the Index also reveals is the importance of consistent innovation to maintain competitive advantage. With relatively nascent industry players like Stripe and Block performing well – and showing their AI potential reflected in their valuations – the Index leaders cannot afford to drop off the pace.”

                AI Impact on Show, but ROI Reporting Scarce 

                Firms in the top half of the Index account for nearly 80% of use case disclosures (with the top three providing a significant 54%). Highlighting the link between AI maturity and the ability to scale deployment.

                Visa performed strongly in this regard. For instance, its latest threat report disclosed advanced AI/ML blocked nearly 85% more fraud compared to one year prior. Similarly, when Mastercard incorporated Gen AI technology into its Decision Intelligence solution, initial modelling showed AI enhancements improved fraud detection rates from an average of 20% to as high as 300% in some instances.

                However, Evident notes that no payments company has disclosed realised or projected ROI across all enterprise or group-wide AI activities. 

                “The Index leaders are locked in a tight race at a point when the thinking around corporate AI adoption is shifting – away from chasing the biggest models to building technologies that solve real operational problems efficiently,” commented Annabel Ayles, Co-Founder and Co-CEO of Evident. “Against this backdrop, the absence of ROI disclosure – or any group targets for AI ROI – is increasingly conspicuous. Currently, 1-in-5 banks now report on group-level AI returns. However, payments firms have yet to quantify the aggregate impact of their AI investments. To keep justifying this expenditure, the market will sooner or later demand clearer evidence of value.”

                A Hotbed of AI Talent

                The Index also reveals that the average payments company has over 30% more AI-focused workers than other financial institutions, despite substantially smaller employee numbers. 

                The three major card networks – Visa, Mastercard and American Express – account for nearly half (48%) of the payments industry’s AI talent stack. PayPal is currently the biggest employer, accounting for nearly a fifth (18%) of that AI talent.

                PayPal’s AI talent has allowed it to build proprietary models tightly integrated with its data and workflows. Consequently, it accounts for nearly a quarter (24%) of the 98 AI use cases documented by its peers over the past two years – 1.7x as many AI applications as detailed by Visa or Mastercard.

                “AI maturity is no longer defined by talent volume alone, and the Index leaders combine AI development, data engineering and product capabilities in ways that allow them to move rapidly from model experimentation to production deployment,” concluded Ayles.

                The Evident AI Index Methodology

                The Evident AI Payments Index ranks the AI maturity of 12 of the largest payment networks and processors across the globe. These 12 entities were chosen by aggregating the largest payment companies, with a minimum of $2B in annual revenue. 

                It is an independent, ‘outside-in’ assessment based exclusively on publicly available information. Each company was assessed against 60+ individual indicators, organised into four pillars critical to successful AI deployment at scale: Talent (45% weighting), Innovation (30%), Leadership (15%) and Transparency of Responsible AI activity (10%).

                Data is gathered through a combination of extensive manual research and proprietary machine learning tools that extract key data points from company reporting and public disclosures (including press releases, investor relations materials, group-level website pages, group-level social media accounts, and media interviews with senior leadership), as well as a range of third-party data platforms.

                Further information on the methodology of the Index can be found at evidentinsights.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Neobanking

                Author

                Meryem Habibi

                Published

                6 March 2026

                Estimated Read time

                5Mins

                Meryem Habibi, Chief Revenue Officer at Bitpace, on why the most resilient payments infrastructure will be the one with the most adaptability

                The traditional global payments narrative is obsolete. For decades, the West viewed emerging markets (EMs) as ‘catch-up’ economies, destined to eventually mimic the legacy banking structures of London, New York, or Frankfurt. In 2026, the reality is the inverse. While the Global North manages the ‘Inertia Tax’ of legacy systems, EMs have built a $3.47 trillion payments ecosystem from the ground up, designed for a digital-first, real-time world.

                While developed economies are busy polishing the ‘front end’ of ageing systems, shaving seconds off a checkout or refining a UI, EMs have been forced to rebuild the ‘back end’ entirely. Out of necessity, Latin America, Africa, and Southeast Asia have leapfrogged traditional banking, turning stablecoins and decentralised rails from ‘niche alternatives’ into the primary engine of trade.

                With 6.2 billion digital wallet users globally, the question for leadership in developed economies is no longer about supporting financial inclusion elsewhere; it is about whether they can afford the inertia of their own legacy.

                From ‘Workarounds’ to Global Standards – the Liquidity Revolution

                In stable economies, payment friction is an annoyance. In volatile ones, it is a solvency risk. This has turned stablecoins from a speculative asset into a $1.2 trillion foundational infrastructure for international commerce.

                In 2026, despite the G20’s efforts, the global average cost for a traditional $200 remittance still hovers near 6%. Whereas stablecoin settlement has compressed that cost to under 1%. In fact, the actual stablecoin payment volumes reached $390 billion in 2025, more than double the previous year. This means that when an e-commerce merchant settles in stablecoins, they aren’t just ‘saving money’. They are optimising 5–9% of their working capital instantly. In a high-inflation world, time is the most expensive currency.

                What does it mean in the real world? For an SME in Nigeria or an exporter in Brazil, traditional cross-border rails are a tax on growth. Often clawing back 6–10% in fees and trapping capital in settlement limbo for days. By shifting to stablecoin settlement, these businesses aren’t just ‘saving money’, they are optimising their working capital. When costs drop below 1% and settlement is instantaneous, capital’s velocity increases.

                Developed markets often view crypto through the lens of speculation or regulation. Emerging markets view it through the lens of utility and margin. If the West continues to anchor itself to Swift and correspondent banking while the rest of the world moves on digital rails, the ‘developed’ world will eventually find itself holding the most expensive, slowest pipe in the global room.

                Radical Interoperability – Breaking the Silo Mentality

                The West suffers from ‘walled garden’ syndrome. We have highly sophisticated, yet isolated payment silos: banks, card networks, and FinTech apps that rarely speak the same language, requiring a dozen intermediaries.

                Emerging markets have bypassed this by adopting Intelligent Orchestration. In high-growth regions, a merchant doesn’t care if a customer pays via a QR-based wallet, a local bank transfer, or a USD-pegged digital asset; the infrastructure is built to handle all of them simultaneously. 

                For instance, in Southeast Asia, where digital wallet adoption has surged by over 300% in recent years, ‘rail-agnostic’ infrastructure is the standard. 

                By 2026, 80 countries have launched domestic real-time payment (RTP) schemes. India alone now accounts for 46% of all global real-time transactions, proving that scale and speed are no longer the exclusive domain of Western card networks.

                Flexibility is a competitive moat. The EM model proves that the future of finance isn’t a “winner-take-all” rail; it’s a fabric of interoperable layers. Leaders in developed economies must stop trying to protect their proprietary silos and start building for a multi-rail reality.

                Programmable Trust: Compliance as an Operating System

                The most dangerous myth in FinTech is that innovation and regulation are at odds. In markets where financial stability is fragile, ‘built-in’ compliance is a survival requirement.

                EM-based digital asset platforms have had to pioneer automated KYC, real-time transaction monitoring, and transparent reporting frameworks just to earn the right to operate. They haven’t ‘bolted on’ compliance to satisfy a regulator; they have encoded it into the protocol to build trust in high-stakes environments.

                In 2026, the integration of ISO 20022-rich data standards has led to straight-through processing (STP) rates rising, but only for those on modern rails. Legacy banks still face up to a 60% manual intervention rate on cross-border flows due to data fragmentation.

                This is the blueprint for the next generation of Global North finance. As we move towards tokenised assets and CBDCs, the winners will be those who build the most programmable trust, not those who move the fastest

                The Competitive Imperative – Inertia is a Risk

                Legacy strength breeds complacency. When a system ‘mostly works’, there is little appetite for the systemic overhaul required to stay competitive. Emerging markets do not have the luxury of satisfaction. Their constraints have forced them to innovate at scale, creating a payments infrastructure that is faster, cheaper, and more resilient than anything currently running on legacy Western rails.

                In 2026, ‘real-time’ is the baseline, and ‘programmable’ is the requirement. The ‘developed’ world needs to stop looking at emerging markets as a charity case and start seeing them as a mirror. The most resilient infrastructure will be the one with the most adaptability.

                Learn more at bitpace.com

                • Digital Payments
                • InsurTech
                • Neobanking

                Author

                Adam Spearing

                Published

                5 March 2026

                Estimated Read time

                5Mins

                Adam Spearing, VP of AI GTM EMEA at ServiceNow, on why those that invest in AI foundations now will shape their operating models on their own terms

                Much of the debate around AI still centres on pilots: which tools to test, which use cases to prioritise, which risks to manage. Executive teams commission proofs of concept, establish governance forums and assess compliance exposure. Far less scrutiny is applied to the consequences of waiting.

                Traditional technical debt is familiar territory for CIOs. It stems from shortcuts, ageing platforms and deferred upgrades. It builds over time and is eventually addressed through structured modernisation programmes. Visible in legacy code, brittle integrations and manual workarounds. It appears on risk registers and capital plans. Leaders know how to describe it and, in principle, how to resolve it.

                Forward-looking technical debt is different. It arises when organisations postpone the foundational changes needed for new ways of working. It is not created by past expediency, but by present hesitation. And it accumulates faster.

                AI Adoption

                In the context of AI, the effects are already emerging. Each quarter spent debating readiness instead of building it increases the distance between legacy operating models and AI-enabled competitors. As models improve and user expectations shift, that distance widens, reshaping competitive baselines. What begins as a modest capability gap can harden into structural disadvantage.

                While companies debate whether to adopt AI, the margin for strategic choice narrows. Many organisations frame AI adoption as a binary decision: adopt now or wait until the technology matures further. In practice, the room for discretion is smaller than it appears. Time spent stalled in pilots or governance loops increases the gap between internal capability and market expectation.

                More than 75% of organisations are expected to face moderate to severe AI-related technical debt in 2026, predicts Forrester. The issue will not simply be missed efficiency gains. It will be structural misalignment between how their systems operate and how work is increasingly done.

                This misalignment often appears gradually. Teams rely on manual data preparation because underlying systems cannot support automation. AI tools are layered onto fragmented architectures and deliver inconsistent outputs. Employees experiment with external tools because internal platforms cannot provide the functionality they need. Each workaround creates further fragmentation.

                Over time, these patterns compound. Integration backlogs expand. Security and risk teams struggle to enforce consistent controls across proliferating tools. Data governance becomes reactive rather than designed. What began as caution begins to constrain strategic options.

                The AI Paradox

                Here’s the paradox: organisations are either rushing into unsuccessful AI pilots that create immediate technical debt, or they’re avoiding AI entirely and creating forward-looking debt through inaction. Both paths lead to the same place – systems that can’t support the future of work.

                AI isn’t just another technology layer to bolt onto existing infrastructure. It’s fundamentally changing how people interact with systems and how work gets done. Increasingly, AI becomes an interface through which employees access information, execute tasks and navigate processes. When AI becomes the interface – not just for customers but for employees navigating their daily tasks – organisations without AI-ready foundations will find themselves unable to compete on speed, efficiency, or experience.

                The companies that hesitate aren’t just missing out on automation benefits today. They’re building a deficit that grows exponentially as AI capabilities advance. Each new model release, each competitor’s successful implementation, each customer expectation shift adds to the debt. Each significant model improvement raises the performance benchmark across the market. Unlike legacy systems that degrade slowly, this gap accelerates.

                From Avoidance to Advantage

                Breaking free from forward-looking technical debt requires a fundamental mindset shift. This isn’t about buying more technology or launching more AI pilots. It’s about creating the conditions for sustainable AI adoption that builds capability rather than complexity.

                The organisations succeeding with AI aren’t the ones with the biggest budgets or the most aggressive rollouts. They’re the ones that took a deliberate, phased approach to ensuring their data, systems, and culture could support AI at scale. They treated readiness as an operational discipline rather than an innovation side project. They understood that AI adoption isn’t a destination, it’s a continuous capability that requires solid foundations.

                This starts with honest visibility into current technology estates. Leaders must understand what systems can realistically support AI workloads, where data quality creates barriers, and which processes are ready for automation. Only then can organisations introduce AI incrementally, modernising systems where necessary rather than forcing new capabilities onto brittle foundations. Without that clarity, AI risks being layered onto structural weaknesses.

                Modernisation therefore becomes targeted. Consolidating fragmented workflows, standardising data models and reducing unnecessary integration points increase the feasibility of scaling AI across multiple use cases. Early deployments focused on well-defined processes with clear data lineage can build internal confidence while strengthening governance practices.

                Clear Debt to Stay Competitive

                Forward-looking technical debt does not appear on a balance sheet. It shows up in slower product cycles, manual workarounds, integration backlogs and frustrated employees. It surfaces when competitors deliver AI-assisted services as standard and customers begin to expect the same everywhere. By the time these symptoms are visible, the underlying gap has already widened.

                Timing therefore becomes a strategic variable. AI capability builds cumulatively: early investment in clean data, modern workflows and interoperable systems creates a base for continuous improvement. Each iteration becomes easier, faster and more reliable. Those that delay face the opposite trajectory: increasing complexity, rising retrofit costs and shrinking room for strategic choice.

                The real issue is not adoption in principle. It is whether leadership teams are prepared to treat readiness as urgent rather than optional.

                Reducing forward-looking technical debt requires acting before competitive pressure dictates terms, aligning technology modernisation with operating model reform, and accepting that disciplined progress now is less risky than accelerated catch-up later.

                AI adoption will continue irrespective of individual organisational hesitation. Vendors will continue to refine their offerings. Regulators will clarify expectations. Customers and employees will adjust their behaviours. Those that invest in foundations now will shape their operating models on their own terms. Those that delay risk reacting to a competitive gap that is already commercially significant.

                Learn more at servicenow.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Chris Gunner

                Published

                4 March 2026

                Estimated Read time

                4Mins

                Chris Gunner, vCSO at Thrive – a leading NextGen MSP/MSSP, delivering global AI, cybersecurity, cloud, compliance, and digital transformation managed services – on how CISOs can position their cyber strategy to to become part of how a business navigates uncertainty

                Quantification of cyber risk is a growing trend. While this can be genuinely useful, in practice it is often misunderstood or over-applied by security leaders. It can range from an arbitrary figure to attempting to model every possible risk on the register in a Monte Carlo simulation. The focus can fall on the mechanics of quantification, rather than how financial decision-makers actually use the information.

                Think of the CFO – they don’t walk through every penny in the budget. Instead, they usually focus on the board-level levers that can materially affect the business. These often include three key areas: strategic optionality, removing friction from capital events and avoiding shocks and smoothing operating costs. Security conversations should be anchored the same way.

                The Importance of Strategic Optionality

                If faced with a credible one-year growth plan, CFOs may recommend a one-year office lease despite a 20% premium. This is because it maintains the option later of moving or re-contracting once the growth trajectory becomes more visible. Like most strategic decisions, it is about preserving flexibility in the face of uncertainty, even if that flexibility comes at a short-term cost.

                If we apply this to a cyber context, there are often businesses that have taken a calculated gamble with their existing business strategies. While the plan is sound, there is a chance it might not land as expected. When they require security services, the choice between a ‘standard’ and ‘premium’ SOC frames the decision as one of optionality rather than security spend. Paying more now to preserve the ability to adapt later down the line. A simple illustration is incident response. An on-call retainer with defined response times can look more expensive than ad hoc support. Until an incident occurs and procurement becomes the bottleneck. In those moments, flexibility is often far more valuable than marginal savings achieved earlier.

                Removing Friction from Capital Events

                For CFOs, especially those operating in the alternative investment space, the focus is on structuring capital events. As opposed to managing day-to-day operational costs. One of the most painful points in that process is due diligence. The careful exchange between acquirer and target that aims to provide enough information for each to price risk, without giving the entire game away.

                CISOs can materially influence how smooth or painful that process becomes. The most effective support often comes from understanding upfront what the diligence process will look like and preparing accordingly.

                For example, they might develop executive-level ‘Security at ACME’ overviews to sit alongside more detailed trust centre or technical reports. Being available to diligence teams for interviews, and for example clearly articulating which services are outsourced to an MSSP, and why, builds credibility between those executive teams.

                Decision-makers often don’t look at penetration test reports at a deal level. They are assessing whether the organisation understands its own control environment. A well-prepared CISO who can clearly explain why certain controls exist acts as a trust amplifier during transactions.

                It is often the difference between a diligence process that closes cleanly and one that drifts. Two organisations can have similar maturity. Yet the one that can respond within a day with clear, consistent evidence reduces follow-up questions, avoids uncertainty premiums in pricing discussions and prevents security from becoming a late-stage negotiation point.

                Avoiding Shocks and Smoothing Operating Costs

                For any individual who has worked with a finance partner to define a departmental budget will know that predictability often takes precedence over absolute cost. Contract value can be secondary to payment terms, renewal timing or the ability to forecast spend with confidence.

                CISOs can align with this by looking to reduce unplanned operating expenditure. In addition to understanding the cost structure of their controls by communicating with the technical pre-sales engineer, procurement and account teams.

                A good example is cyber insurance. While often purchased directly by finance teams, many policies are relatively off-the-shelf and provide access to services the security team already operates or has under contract. Other policies include notable exclusions for the events most likely to occur. Such as a ransomware incident without business interruption cover. In many cases, these gaps can be addressed in-policy with a flat fee or a more predictable cost model.

                The value here extends beyond risk transfer and into more predictable costs: replacing reactive spend with planned expenditure.

                Aligning Cyber Conversations to Board Priorities

                Across all of the above examples, the common thread is that the board is rarely asking security to prove its value in isolation, and is surprisingly comfortable with uncertainty. But they are asking whether the cyber papers support better decisions, fewer constraints and more predictable outcomes for the business as a whole.

                CISOs who frame their priorities in those terms will find their conversations move away from justifying individual controls and towards understanding how security choices shape the organisation’s ability to respond to change. In that context, cyber becomes part of how the business navigates uncertainty, rather than a specialist function defending its budget. Speaking the board’s language, ultimately, is less about converting cyber risk into pounds and pence. It is more about understanding which levers matter at that level and showing how security choices influence them.

                Learn more at thrivenextgen.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy

                Author

                Dan Brightmore

                Published

                Estimated Read time

                4Mins

                AccessPay, the leading bank integration provider, has announced a new partnership with PayPoint. It will integrate PayPoint’s Confirmation of Payee (CoP) capability…

                AccessPay, the leading bank integration provider, has announced a new partnership with PayPoint. It will integrate PayPoint’s Confirmation of Payee (CoP) capability into AccessPay’s payments automation suite for modern finance teams. £258m was lost to authorised push payment (APP) fraud in the first half of 2025 alone. Organisations need access to robust payment controls that scale with their operations. PayPoint’s CoP offering enables AccessPay’s customers to verify payee account details as part of their payment workflows. Reinforcing AccessPay’s position at the centre of a growing ecosystem of technologies designed to automate and de-risk the Office of the CFO.

                Fraud Prevention

                CoP, also known as Account Name Verification (ANV), is a valuable anti-fraud measure. It checks the accuracy of payee details before funds are sent. It can be used to confirm payee details at the point of collection, when creating a payment instruction, or both. PayPoint’s CoP capability is designed to handle peak-usage scenarios for corporate clients, including payroll runs, supplier payments, and seasonal spikes. It is recognised for its ability to process exceptionally high transaction volumes. Additionally, it provides flexible access options, including APIs, user interface and bulk processing. This enables organisations at different stages of their automation journey to embed account name verification seamlessly into existing processes.

                A Partnership Expanding a Tech Ecosystem

                “Our customers want to automate high-volume, high-value payments with confidence, knowing robust safeguards are built directly into their processes. PayPoint is recognised for delivering payment and fraud services at a national scale. By partnering with them, we are strengthening the fraud and error protections available within the AccessPay platform. And improving operational efficiency by reducing payment resubmissions, exception handling and manual intervention. The service is already available to customers and has been positively received since we began working together in 2025.” Anish Kapoor, CEO of AccessPay

                “AccessPay sits at the centre of modern finance operations. It securely connecting businesses to their banks and enabling automated payment flows at scale. Partnering with AccessPay allows us to extend our CoP capability to thousands of finance teams that are actively transforming how they manage payments. Together, we’re helping organisations reduce fraud risk, minimise payment errors, and deliver more secure, trusted payment experiences.” Jo Toolan, Managing Director Payments, PayPoint

                The PayPoint partnership reinforces AccessPay’s commitment to expanding its technology ecosystem. To help finance and treasury teams automate securely, reduce manual intervention, and build resilient, future-ready payment operations. By combining AccessPay’s bank integration platform with PayPoint’s payment and fraud prevention expertise, organisations gain stronger protection against fraud. Also unlocking greater efficiency and confidence in automated finance processes.

                About PayPoint

                PayPoint is the UK’s leading multichannel payments and community services provider. It delivers innovative solutions that simplify and secure how customers and businesses transact. The core of our offering is MultiPay. A single payment platform that unifies Open Banking, card, Direct Debit, and over-the-counter cash payments into a streamlined solution.

                Our Open Banking services are designed to deliver a frictionless and secure payment journey. From account-to-account payments to Confirmation of Payee (CoP), we empower companies with the tools to build trust and reduce fraud. All through a suite of easy-to-integrate APIs. These services can be integrated into your existing financial or customer management systems. Or accessed via our portal, white-labelled websites or mobile apps—providing flexibility to meet your needs.

                As a proud Gold Partner of Open Banking Expo 2025 and winner of the Best Sector Initiative for our PayPoint OpenPay innovation at the Open Banking Expo Awards, we’re thrilled to return in 2026 to continue driving innovation and delivering value through Open Banking.

                About AccessPay 

                AccessPay is a leading provider of bank integration solutions, pioneering finance transformation for the Office of the CFO. AccessPay helps finance and treasury teams modernise their operations through secure, cloud-based bank connectivity.

                Our platform connects back-office systems to banks, enabling the automated flow and transformation of payment, bank statement and other financial data. Thousands of businesses around the world partner with AccessPay to automate supplier and client payments, Direct Debit collections, and bank statement retrieval. Improving efficiency, reducing fraud risk, and gaining real-time cash visibility.

                Founded in 2012 and headquartered in Manchester, UK, AccessPay is trusted by global enterprises to automate finance and treasury operations and build a future-ready Office of the CFO.

                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Adonis Celestine

                Published

                3 March 2026

                Estimated Read time

                5Mins

                Adonis Celestine, Senior Director – Global Automation Practice Lead at Applause, on the rise of AI and why In a world of autonomous systems, trust is the ultimate competitive advantage

                Every generation of technology has its defining disruptor – the force that rises above the rest and reshapes its environment. In the mid-2000s, Marc Andreessen captured the moment when digital systems began transforming entire industries with his famous line: “software is eating the world”. At the time, software was the apex predator of technology, defining how value was created and delivered. Today, that hierarchy has shifted. Artificial Intelligence (AI) has reached the top of the technology food chain. Not just accelerating software, but fundamentally reimagining how it’s created, tested, and deployed.

                AI is no longer just a tool; it is a co-creator. Developers now rely on AI daily to translate high-level intentions into working code. A practice sometimes known as ‘vibe coding’. Tasks that once took months can now be delivered in weeks, days, or even minutes. The pace is exhilarating, but it introduces challenges that traditional quality assurance (QA) practices were never designed to meet. And if QA cannot keep up, speed will come at the cost of reliability and trust.

                When AI Outpaces QA

                Conventional QA depends on predictability. Features are defined, code is written, and test cases verify the expected behaviour. However, AI disrupts this traditional model. Generative and Agentic AI systems don’t simply follow instructions; they interpret them. These systems adapt to context, learn from data, and can produce different outputs from the same prompt, influenced by factors such as training, temperature settings, and the model’s probabilistic nature. With development cycles now measured in minutes, traditional QA handoffs are often impossible.

                This has led to a growing gap between speed and certainty. Teams can ship products faster than ever, yet it’s becoming much more difficult to ensure consistent, ethical, or safe behaviour in real-world conditions. Enterprises are already experiencing AI-powered features that fail in ways conventional testing could not anticipate, undermining trust and creating new risks.

                Hidden Risks in Autonomous AI Workflows

                AI-driven development introduces blind spots that traditional QA often struggles to detect. One key issue is context drift. This occurs when AI performs well in controlled testing environments but behaves unpredictably when faced with edge cases, cultural differences, or ambiguous inputs. For example, a customer-facing chatbot might pass functional tests but produce biased or misleading responses when deployed on a global scale.

                Another challenge is compound autonomy. When multiple AI agents are involved in code generation, testing, and deployment, the system may begin to validate its own processes. Without human oversight, errors can propagate unnoticed. An AI agent might ‘approve’ certain behaviours because they statistically align with previous outputs. Rather than meeting user or business expectations.

                Invisible change also complicates QA efforts. AI models continuously evolve through processes like retraining, prompt tuning, or data updates. A feature that worked flawlessly last week may function differently today. Traditional regression testing often fails to capture these subtle but significant shifts.

                Most critically, AI workflows blur the lines of accountability. When failures occur, it can be unclear whether the issue lies with the model, the data, the prompt, the integration, or the deployment pipeline. QA teams must continuously validate not only the outputs but also the decision-making processes behind them.

                Redefining Quality and Trust in an AI World

                Slowing AI development is neither practical nor beneficial. Organisations must redefine quality in a probabilistic, AI-driven environment. Quality now extends beyond just correctness. It involves ensuring that systems operate reliably in real-world scenarios. This shift requires moving from static test cases to continuous, adaptive validation.

                QA teams must evolve into ‘quality intelligence’ teams, broadening their responsibilities from simply detecting defects to actively fostering trust in AI systems. AI-assisted testing is crucial in this process. It can automatically generate extensive test cases by analysing requirements and code patterns. It can predict defects using machine learning. Detect visual inconsistencies across devices, and produce realistic, privacy-compliant synthetic test data. Additionally, Agentic AI can autonomously maintain and self-heal test scripts, adjusting their logic as underlying code or user interfaces change.

                Furthermore, AI systems themselves need rigorous evaluation. Techniques such as red teaming, rainbow teaming, benchmarking, bias and ethics checks, and drift monitoring are essential to help promote AI’s reliability, fairness, and alignment with business objectives.

                Human oversight is critical. While AI can scale testing and automate numerous tasks, critical thinking, risk assessment, and judgment cannot be fully delegated. Humans must guide, validate, and refine AI outputs to maintain both quality and trust.

                Emerging Roles and Responsibilities

                AI is reshaping professional roles. Developers are increasingly using AI by instructing machines through natural language rather than traditional programming methods. This shift has led to the emergence of new roles such as AI agent orchestrators, prompt engineers, QA specialists for autonomous systems, and governance leads who ensure ethical and auditable AI practices.

                These roles are essential for maintaining human oversight. Developers and testers must experiment, validate, and continuously refine AI outputs while being cautious not to rely too heavily on AI.

                Trust in the Age of the Apex Predator

                As with any apex predator, AI has changed the rules of the game. Software once “ate the world” by making systems programmable. Today, AI “eats software” by making it autonomous, capable of creating, modifying, and deploying autonomously. In this new environment, speed is no longer the ultimate measure of success; trust is. Systems may move fast, but without rigorous QA, ethical oversight, and human judgment, they may not be reliable, accurate or ethical.

                The new apex predator demands adaptation. Organisations navigating this AI-driven era must embrace automation and innovation, but pair it with strong quality practices, governance, and continual human oversight. Only by combining these elements can companies ensure their AI systems are not only fast and efficient but also dependable and aligned with business objectives. In a world of autonomous systems, trust is the ultimate competitive advantage.

                Learn more at applause.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Dan Brightmore

                Published

                Estimated Read time

                4Mins

                Report reveals shift from experimentation to scale as AI and digital assets drive regional leadership

                Money20/20, the world’s leading FinTech show, has unveiled its annual Future of Fintech in APAC report. Money20/20 Asia takes place in Bangkok on April 21-23 at the Queen Sirikit National Convention Center (QSNCC). The whitepaper reveals that APAC’s FinTech ecosystem has reached a pivotal inflection point. The region is shifting from experimentation to scaled deployment. Across AI, digital payments, and digital assets, marking a decisive move toward production‑grade innovation.

                The comprehensive report is based on surveys and interviews with more than 130 senior FinTech leaders across Asia. It reveals an industry moving beyond pilot programs toward enterprise-scale solutions. These prioritise collaboration, digital trust, and financial inclusion as core business imperatives for 2026.

                Key FinTech Findings

                • Southeast Asia dominates expansion plans: 22.9% of respondents identify the region as their primary growth target. Despite a decline from 31.4% last year — underscoring its continued dominance as the region’s growth engine.
                • Financial inclusion becomes strategic priority: 90.6% of executives say social good initiatives are now embedded in corporate strategy. Confirming that impact has become a commercial imperative, not a CSR exercise.
                • AI adoption accelerates: 61.2% of organisations have already adopted AI or machine learning. Only 3.5% are yet to begin exploring it.
                • Regulatory momentum accelerates: New frameworks in Singapore, Hong Kong, and Japan are driving institutional adoption of stablecoins and tokenised assets
                • Cyber-resilience emerges as top operational concern: 63.5% of leaders cite fraud prevention as their highest operational priority.

                “APAC is no longer experimenting, it’s executing. The region is building financial infrastructure that is faster, safer, and more inclusive than ever before. What happens here will influence the future of money globally.” Ian Fong, VP of Content at Money20/20 Asia.

                Digital Trust Becomes the New Currency

                As digital adoption accelerates, cyber-resilience has emerged as the region’s most urgent priority for 2026. 63.5% of leaders identifying fraud prevention as their top operational priority. Regulators and industry players are investing heavily in real-time risk intelligence and AI-driven security measures.

                The speed of digital adoption in APAC has outpaced traditional fraud models,” said Justin Lie, Founder & CEO of SHIELD. “What we’re seeing now is a shift toward real-time, device-level intelligence that operates silently in the background. Trust is the new currency of digital finance. Furthermore, the companies that embed it in every interaction while delivering a frictionless experience will define the future of the industry.”

                Stablecoins Move into Mainstream Financial Infrastructure

                Institutional engagement with stablecoins and tokenised financial instruments has grown significantly over the past year. It is supported by clearer regulatory frameworks emerging across Singapore, Hong Kong, and Japan. Blockchain and DLT were ranked by 17.9% of respondents as the most impactful emerging technology after AI. These developments are enabling faster cross-border settlements, improved liquidity management, and new treasury optimisation strategies for enterprises.

                “Across Asia, stablecoins are already embedded in real economic activity. From payments and cross-border settlements to treasury optimisation,” said Yam Ki Chan, Vice President, Asia Pacific at Circle. “The region is demonstrating how digital assets can scale within financial systems. And the next phase is about interoperability and the development of an economic operating system (OS) for the internet”.

                Digital Lending Expands Financial Access

                2.1 billion adults globally are still underbanked or unbanked. Thus, digital lenders across South and Southeast Asia are leveraging alternative data, mobile-first onboarding, and embedded finance to reach previously excluded communities. The report also highlights that 72.9% of respondents believe FinTech solutions tailored to SMEs are key to driving economic growth across APAC. Signalling a widening opportunity for inclusive financial innovation.

                “Financial inclusion isn’t achieved by simply putting products online. It requires building for the realities of everyday consumers,” said Moritz Gastl, General Manager of Tala Philippines. “In markets like the Philippines, trust, transparency, and flexibility matter just as much as credit scoring. Digital lending works when it empowers people, not when it replicates old systems with new interfaces.”

                Looking Ahead: Collaboration Will Define the Next Decade

                Together, the findings of this report point to a region no longer just testing FinTech concepts. It is actively building production-grade financial infrastructure. As AI scales, payment rails interconnect, and digital assets enter regulated markets. APAC is emerging as a blueprint for how financial systems will be built and governed globally.

                “The next wave of FinTech innovation will be defined by how well we balance technological advancement with social impact,” added Fong. “APAC markets are proving that financial innovation and inclusion can advance together.”

                The Future of Fintech in APAC report can be downloaded HERE.

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Event Newsroom
                • Events

                Author

                Tom Lanaway

                Published

                2 March 2026

                Estimated Read time

                4Mins

                Tom Lanaway is Head of Innovation at Connective3, a global brand & performance marketing agency. He leads a team building AI-powered marketing measurement and marketing intelligence tools.

                Most businesses are asking the wrong question about AI. They’re asking, ‘Which AI tool should we use?’ They should be asking: ‘Can our people actually think with AI?’ 

                I run an innovation team at a marketing agency. We’ve spent the last two years building AI into everything we do, including measurement, content, strategy, and automation. We’ve got lots of tools, 18 different products to be precise. 

                Below is what I’ve learned. But the tools aren’t always the bottleneck; sometimes the skills are. 

                The Tennis Racket Problem 

                A colleague put it perfectly recently: “AI is a tool. Think of it as if you’ve got a smart assistant sat there. But it’s saying, I’m going to give you the best tennis racket, now go and play in a Grand Slam.” 

                That metaphor stuck with me because it captures something the artificial intelligence hype cycle keeps missing. We’ve convinced ourselves it democratises everything. That anyone can now do anything. That the barrier to entry has collapsed. And there’s truth in that, but it’s incomplete. The barrier to access has collapsed, but the barrier to effectiveness hasn’t. Give someone GPT-4, and they can generate text. Give them the best tennis racket, and they can hit a ball. But the gap between hitting a ball and playing at Wimbledon is still vast. Most organisations are stuck in that gap, wondering why their AI investments aren’t transforming anything. 

                Three Skills That Aren’t Always Present 

                When I look at where teams struggle and where I see the same patterns across other businesses, three specific competencies keep showing up as gaps: 

                1. Problem Decomposition 

                Not everyone knows how to break down complex work into chunks that AI can help with. This sounds simple, but it isn’t. Most people approach AI with whole tasks such as ‘Write me a marketing strategy’, ‘Analyse this data’ Or ‘Create a campaign’. AI will then produce something, but it’s usually mediocre, because the person hasn’t done the harder work of understanding which specific parts of that task AI is good at, and which parts need human judgment. The skill isn’t using AI; it’s knowing what to give it. Someone who is brilliant at their job but can’t decompose problems will get worse results from AI than someone more junior who understands how to break work into the right pieces.  

                2. Output Assessment 

                How do you know if what AI gives you is good? This is where intuition becomes essential and it’s also where the ‘AI replaces expertise’ narrative falls apart. You need domain knowledge to evaluate AI output. You need enough experience to feel when something’s off, even if you can’t immediately articulate why. You need the pattern recognition that comes from years of doing the actual work. Artificial Intelligence doesn’t replace that intuition; it requires it. The best AI users I’ve observed aren’t the most technical; they’re the ones who’ve built up enough expertise in their field to quickly assess whether AI output is useful, directionally correct, or completely off base. They know what good looks like, so they can recognise it when they see it, or notice when it’s missing.

                3. Articulation 

                Can you clearly express what you really want? This is the unglamorous core of the whole thing. Some people struggle to articulate their requirements to other humans, let alone to AI. We’ve all sat in meetings where someone spends 20 minutes explaining what they need, and you’re still not sure what they want. AI makes that problem worse. The skill isn’t ‘prompt engineering’ in the technical sense; it’s the much older skill of clear thinking and clear communication. If you can’t articulate what you want specifically, precisely, with the right context and constraints, you won’t get useful output from AI or from anyone else. 

                The Uncomfortable Implication 

                Here’s what this means for how businesses should think about AI investment: 

                Stop leading with tools: Most organisations have tool fatigue already. Another platform, another integration, another training session on which buttons to click. It’s not working. 

                Start with the human work: Before asking ‘What AI should we use?’, ask ‘Can our people break down problems, assess output, and articulate requirements?’ If they can’t do those things well without AI, they won’t do them well with AI either. 

                Invest in the skills, not just the access: This doesn’t mean AI prompt engineering courses; it means developing clearer thinking, better problem decomposition, and sharper articulation. These are old skills, applied to new tools. 

                Accept that expertise still matters: The people who’ll use AI best are the ones who already know their domain deeply. AI amplifies competence; it doesn’t create it.

                Connected Intelligence Isn’t About Connected Systems 

                I’ve spent a lot of time thinking about how different marketing channels and data sources connect and how you build intelligence across systems rather than in silos.

                But I’ve come to think the more important connection isn’t between systems, it’s between human judgment and AI capability. The integration layer that matters most is the one between the person and the tool. 

                Get that wrong, and it doesn’t matter how sophisticated your AI stack is. Get it right, and even basic tools become powerful. 

                Learn more at connective3.com

                • AI in Procurement
                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy
                • People & Culture

                Author

                Dan Brightmore

                Published

                Estimated Read time

                2Mins

                Hampshire Trust Bank (HTB) is using artificial intelligence (AI) to act faster on customer concerns. It is empowering its teams…

                Hampshire Trust Bank (HTB) is using artificial intelligence (AI) to act faster on customer concerns. It is empowering its teams to identify and respond quickly, whilst also meeting regulatory timeframes for handling complaints and supporting vulnerable customers.

                Netcall: AI-Powered Sentiment

                The specialist bank has worked with Netcall to deploy AI-powered sentiment analysis using Netcall’s Liberty Create platform. The solution reduces manual effort and improves operational efficiency by bringing customer emails from multiple mailboxes into a single interface. Incoming messages are automatically analysed to identify dissatisfaction, highlighting cases that may require faster intervention. This allows urgent cases to be prioritised, helping HTB to resolve issues before they escalate and improve the customer experience.

                “Our AI-powered sentiment analysis solution rapidly processes vast amounts of email data. Its efficiency allows our team to focus on resolving customer enquiries and issues rather than sorting priorities. The streamlined process ensures swifter responses and better customer outcomes, upholding our reputation for exceptional customer service.” Ed Eames, Head of Customer Savings Operations at Hampshire Trust Bank.

                The application was built by the Hampshire Trust Bank development team using Liberty Create. It worked closely with Netcall to integrate AI sentiment analysis into existing processes. Customer-facing teams were involved throughout to ensure the solution aligned with established workflows and regulatory requirements.

                Customer Service Control

                A key benefit of the approach is the level of control it gives internal teams. Keywords, sentiment thresholds, and classifications can be adjusted directly. This allows rapid refinement as customer behaviour changes or new regulatory considerations emerge, without waiting for development cycles.

                “Liberty Create has enabled my development team to work with remarkable agility. The ability to rapidly create and refine applications to meet ever-evolving business needs has significantly enhanced our efficiency. This allows us to deliver a wealth of new features to end users and customers with speed. With the integration of AI, we’ve been able to advance our processes while ensuring exceptional customer service. Our Sentiment Analysis application launch is a prime example of this.” Trina Burnett, Head of Engineering at Hampshire Trust Bank.

                The sentiment analysis system also supports automated and ad-hoc reporting. This provides a single source of insight into customer interactions and actions taken. This helps reduce manual effort, supports audit and compliance activity, and enables teams to continuously improve customer service operations.

                “As scrutiny around customer experience and accountability increases across UK financial services, the ability to listen, adapt and respond at pace is becoming a defining capability for banks seeking to maintain trust and service standards,” said Alex Ballingall, Key Account Manager at Netcall.

                “HTB’s approach shows how banks can use AI-driven insight practically. Turning customer communications into faster action without adding operational complexity,” Ballingall concluded.

                About Netcall

                Netcall is a leading provider of low-code and customer engagement solutions. A UK company quoted on the AIM market of the London Stock Exchange. By enabling customer-facing and IT talent to collaborate, Netcall takes the pain out of big change projects. It helps businesses dramatically improve the customer experience, while lowering costs. Over 600 organisations in financial services, insurance, local government and healthcare use the Netcall Liberty platform to make life easier for the people they serve. Netcall aims to help organisations radically improve customer experience through collaborative CX.

                Learn more at netcall.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Payments
                • Digital Strategy
                • Fintech & Insurtech
                • InsurTech

                Author

                Patrick Cooney

                Published

                27 February 2026

                Estimated Read time

                6Mins

                Patrick Cooney, CFO at Version 1, on why, in an AI-driven operating environment, financial discipline is more important than ever

                Over the last decade, digital transformation has become part of the CFO’s remit. As organisations invested in automation, cloud and data platforms, finance leaders were well placed to oversee spend, drive efficiency and ensure technology investments delivered measurable returns. As artificial intelligence (AI) moves from experimentation into the core of how organisations operate, that model is beginning to evolve. Primarily because AI-scale transformation demands a different balance of expertise.

                A recent move by Coca-Cola illustrates this shift. The decision to take digital strategy out of CFO John Murphy’s remit and appoint Sedef Salingan Sahin as the company’s first Chief Digital Officer is not a rejection of finance-led transformation. It reflects a practical reality. While strong financial discipline remains essential, the architectural complexity and technical depth required to embed AI across an enterprise now go beyond traditional finance capabilities alone.

                This raises a critical question for financial services leaders. If AI is now a balance sheet issue — shaping cost structures, risk exposure and long-term value — what should the CFO’s role look like in the years ahead?

                AI is Changing How Finance Operates

                In all industries, AI is no longer confined to innovation labs or isolated pilots. It is increasingly embedded in how organisations operate, make decisions and manage risk. At Version 1, our earliest focus on AI was external: helping partners use AI to transform their own businesses. We have quickly turned the lens inward. Over the past quarter, we have accelerated the use of AI across our own finance and operational functions, implementing a wide range of practical use cases that fundamentally change how work gets done.

                Some of these are relatively simple but have had a significant impact. Using AI to summarise documents, generate meeting notes or surface insights from large volumes of information has become normal and is already saving time across the organisation. Others are more structural. In finance, we are applying AI to areas such as accounts payable, accounts receivable and general ledger reconciliations, where large datasets and repetitive processes create natural opportunities for automation and acceleration.

                We are also rethinking reporting itself. Rather than manually producing variance analyses each month, we are developing standardised prompts that allow AI to highlight key trends, explain deviations from budget and surface insights that would traditionally take hours to compile. These are not abstract efficiencies. Rather, they directly affect the speed, quality and value of financial decision-making.

                What is striking though is the pace of change. Even over the past few months, usage has increased exponentially as people find new ways to integrate AI into their daily work. This is no longer an optional experiment. AI is reshaping how organisations function from the inside out.

                Modern CFOs Deliver Stewardship and Governance

                One of the biggest challenges CFOs face with AI is that traditional ROI models struggle to capture its true impact. Unlike earlier waves of digital transformation, AI does not deliver value solely through cost reduction or headcount optimisation. Increasingly, its value lies in better planning, faster decision-making, improved risk management and higher-quality outputs.

                I see this clearly in how we use AI for planning. Recently, we fed a combination of internal data, previous plans and external consultancy material into a large language model and spent time crafting a detailed prompt. The output was a first-pass design for a major simplification programme (including workstreams, resourcing requirements and sequencing) that would previously have taken weeks to develop.

                It is worth noting that this new process didn’t replace human judgement – it dramatically accelerated it. We are using similar approaches to shape annual finance priorities, drawing on historic plans and organisational context to generate structured, actionable starting points. This kind of value is real, but it does not always show up neatly in short-term financial metrics.

                At the same time, the risks associated with AI are increasing. Model drift, regulatory scrutiny, data security and vendor dependency all carry financial implications. This is why governance matters as much as innovation. At Version 1, we have put formal structures in place, including an AI oversight committee that reviews and approves new tools, ensures appropriate controls are in place and sets clear boundaries around responsible use. We tightly manage which platforms can be used and how data is protected, recognising that public, uncontrolled tools pose unacceptable risks in an enterprise environment.

                This combination of accelerating value and growing risk is precisely why ownership models are changing. Many CFOs continue to play a leading role in digital transformation, with research showing that around three-quarters of finance leaders now prioritise digital strategies at the highest levels of the organisation.

                People Remain at the Heart of AI Adoption

                As AI scales, the CFO’s role is shifting from delivery ownership to strategic stewardship. Finance leaders are uniquely positioned to connect technology ambition with financial reality, ensuring AI investments are governed properly, aligned to business outcomes and measured over time.

                This aligns closely with how we think about our own operating model at Version 1. We use what we call a ‘strength in balance’ business model, built around three equally important pillars: customers, people and a strong organisation. That final pillar includes financial performance, risk management, cybersecurity and governance, all areas that become more critical, not less, as AI adoption accelerates.

                People are central to this conversation. AI inevitably raises questions about job impact and cost optimisation, and organisations have a responsibility to approach this responsibly. That means clear communication, strong change management and treating people fairly where roles evolve. It also means investing in training and enablement. We have rolled out organisation-wide AI training focused on responsible use, and we are developing a network of AI champions with deeper skills who can identify and build use cases without relying solely on central teams.

                The most effective model I see emerging is a shared one. Specialist digital leaders focus on building and embedding AI capabilities at scale. CFOs retain accountability for financial discipline, data governance and value realisation. When these roles work in partnership, organisations are far more likely to capture the value they expect from AI.

                Financially Guided Value Delivery

                As AI becomes a baseline capability rather than a differentiator, debates about who ‘owns’ digital strategy are becoming less relevant. The more important question is how organisations ensure AI investments deliver measurable, sustainable value. For CFOs, AI is now undeniably a balance sheet issue.

                Investment in the latest technology affects cost structures, risk exposure, governance and long-term resilience. Those who engage proactively, shape governance and demand disciplined value creation will help their organisations unlock lasting advantage. Those who remain passive risk inheriting complexity, cost and compliance challenges that are far harder to unwind later.

                In an AI-driven operating environment, financial discipline is not diminished. It is more important than ever.

                Learn more at version1.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech

                Author

                Dr. George Papamargaritis & Dr. Konstantia Barmpatsalou

                Published

                26 February 2026

                Estimated Read time

                4Mins

                Obrela’s Dr. George Papamargaritis (EVP MSS) and Dr. Konstantia Barmpatsalou,  (Blue Team Support Manager) on why embracing a risk-led cybersecurity model will leave financial organisations better positioned not just to meet regulatory requirements but to strengthen resilience, protect customers and uphold the trust that is so essential to the future of financial systems

                Cybersecurity in the financial sector was once viewed as a compliance-driven discipline. But as attackers have increasingly targeted institutions with sophisticated, persistent and often internally driven campaigns, it has become a strategic priority.

                According to the Digital Universe Report H1 2025, financial services were the second most targeted industry globally, accounting for 19% of all observed cyberattacks. This reflects both the sector’s value to adversaries and the complexity of the digital ecosystems it now operates within.

                Regulatory frameworks such as the FCA and PRA’s operational resilience rules, the EU’s Digital Operational Resilience Act (DORA) and NIS2 have strengthened baseline protections. However, the report’s findings demonstrate that regulation alone cannot deliver true cyber resilience. Institutions must adopt a strategic, risk-led approach that looks beyond compliance to understand real threats, behaviours and operational dependencies.

                Tailored, Internal and Stealthier Threats

                One of the most striking insights from the report is how targeted financial sector attacks have become. Industry-specific security risks now represent 32% of all incidents in the sector. This is an indication that adversaries are designing attacks using detailed knowledge of financial operations, from trading workflows to payment systems.

                Internal activity is also a major concern. Suspicious internal activity accounts for 26% of detections across financial services, reflecting the frequency of compromised accounts, misused privileges and lateral movement. For a sector historically focused on defending the perimeter, this shift highlights the need for deeper visibility into user behaviour and identity-driven risks.

                The wider threat landscape reveals adversaries are moving away from overt, signature-based attacks. In H1 2025, brute force activity made up 27% of global alerts, while vulnerability scanning accounted for 22% and known malicious indicators for 20%. Notably, direct malware payloads dropped to 0% of trending alerts, replaced by fileless techniques and living-off-the-land methods that bypass traditional defences.

                For financial institutions, this is a challenge. Many compliance requirements still centre on endpoint protection, patching and malware controls. These will of course, remain important, but they cannot address threats that are increasingly behavioural, stealth-driven and identity-focused.

                Operational Complexity

                The financial sector’s cyber risk is intensified by its expanding operational footprint. Cloud adoption, open banking, digital identity models and extensive third-party ecosystems have all created new points of exposure. Financial services operate within a global digital infrastructure that is both vast and increasingly interconnected. This level of complexity cannot be effectively protected through compliance checklists alone.

                Regulators are recognising these realities. DORA’s emphasis on ICT third-party risk, operational resilience testing and continuous oversight reflects the need for more proactive, intelligence-driven approaches. But DORA still only sets a minimum standard. True resilience requires institutions to move beyond regulatory expectations and embed cybersecurity into broader business strategy.

                Strategic, Risk-Led Cybersecurity

                A risk-led approach begins with understanding the threats that pose the greatest risk to operations and customers. Financial institutions remain priority targets for groups such as FIN7, TA505, Cobalt Group and various state-backed actors. Their tactics, such as credential harvesting, remote access tools, web-injection frameworks and lateral movement, are specifically designed to exploit the digital fabric of financial services.

                This evolving threat profile puts identity and behaviour at the heart of cyber defence. With credential-driven and internal threats so prevalent, institutions must prioritise behavioural analytics, continuous authentication and zero-trust models that verify users and devices contextually rather than relying on static controls.

                Strategic cyber resilience also needs to have continuous assurance. Traditional audits, annual testing and scheduled penetration exercises cannot keep pace with rapidly evolving threats. Leading institutions are shifting toward continuous control monitoring, automated attack simulation and persistent adversarial testing. These practices align with the Bank of England’s CBEST framework and demonstrate a sector-wide move toward ongoing, intelligence-led assurance.

                Crucially, cyber risk must be treated as an operational issue, not just a technical one. Embedding cybersecurity into enterprise risk management, financial planning, product development and board oversight is essential. This integrated approach also mirrors the direction of FCA and PRA regulation, which increasingly emphasises governance, accountability, and resilience across the entire organisation.

                Beyond Compliance

                Financial services underpin national economies and public confidence. As digital ecosystems grow and adversaries become more sophisticated, the sector faces a dual challenge: meeting rising regulatory expectations while defending against complex, targeted attacks. It is clear that cybersecurity must evolve from compliance-driven activity to a strategic capability built on intelligence, continuous assurance and behavioural insight.

                Institutions that embrace this risk-led model will be better positioned not just to meet regulatory requirements but to strengthen resilience, protect customers and uphold the trust that is so essential to the future of financial systems.

                Learn more at obrela.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy
                • Fintech & Insurtech
                • InsurTech

                Author

                Max Schertel

                Published

                25 February 2026

                Estimated Read time

                4Mins

                Max Schertel, Co-founder & CEO of finmid, on why embedded lending will become a core strategic capability across Europe

                Europe has 32 million SMEs and a €400 billion financing gap that banks cannot close. The structural reasons are well understood… While traditional lenders have the capital, they lack the distribution, the data, and the economics to serve these businesses at scale. What has changed over the past few years is that a new distribution channel has emerged: the software platforms these businesses use every day to run their operations. Embedded lending is the mechanism that connects capital to that distribution. But unlocking it at pan-European scale is harder than most players anticipated when they started out in this market.

                At finmid, we have scaled embedded lending across the EU27 plus the UK, Switzerland, and Iceland. Doing so has taught us that Europe’s opportunity in embedded finance is enormous, but execution is harder than it looks. Success depends on the ability to navigate regulatory and operational complexity at every layer. The companies that invest in getting this right early will define the next decade of SME finance in Europe. The ones that do not will discover the cost of underestimating it.

                The Embedded Lending Opportunity is Unevenly Distributed

                That €400 billion financing gap is the embedded lending opportunity. Embedded lending is gaining traction in closing it but not uniformly. The clearest momentum is with large, digitally native platforms in food delivery, mobility, commerce. These are verticals where platforms have transaction data and merchants who are underserved by traditional banks. The platform already has the relationship, the data, and the trust. Financing is the natural next layer.

                Geographically, the Nordics lead on digital maturity. Merchants there are already accustomed to managing their businesses through apps. This makes embedded finance products an easier sell. Germany and France carry the largest absolute opportunity given market size. Southern and Central Europe are earlier stage, but the demand from underserved SMEs is, if anything, more acute.

                Regulatory Environment

                The first challenge in scaling embedded lending in Europe is regulatory complexity. There are shared EU frameworks, but in practice, lending regulation remains deeply local. Disclosure requirements, servicing standards, licensing interpretations, and tax treatment differ across jurisdictions.

                The Consumer Credit Directive II harmonises elements of consumer lending across the EU. Commercial lending sits outside that framework, governed by local rules affecting everything, including what constitutes a valid credit agreement.

                This complexity is precisely what makes embedded lending difficult to build in-house and why most platforms partner with specialist infrastructure providers instead. Running lending across multiple European markets requires licences, local expertise, and dedicated credit operations. For platforms whose core business lies elsewhere, that investment rarely makes sense. Infrastructure providers exist to absorb that complexity, so platforms do not have to.

                Data Access is Fragmented

                Even when the regulatory path is clear, the data infrastructure needed is not equally available across Europe. The structural advantage of embedded lending is platform data. Platforms already sit on real-time performance data: daily transaction volumes, GMV trends, customer ratings. Underwriting based on this creates a standardised signal that travels across borders more reliably than either bureau or registry infrastructure. It also opens access to merchant segments that traditional banking systematically excludes because the conventional data to assess them is limited.

                That said, other data sources matter too. Open banking, sometimes used to enrich underwriting with live bank account data, is mature in the UK and the Nordics, but less so across of Southern and Central Europe. Public registry data, which underpins the business verification process, varies significantly in quality, coverage, and accessibility by market. The key to making embedded lending work across Europe is not finding a single data source that works everywhere, but building underwriting that can combine multiple data sources based on market.

                Operational Complexity Multiplies

                The underlying infrastructure has to function reliably across currencies, languages and payment systems. Start with money movement. Mapping the flow of funds across 30 different banking and payment systems is complex engineering. Without it, disbursement and collection become operationally fragile at exactly the moments when they cannot afford to be.

                Then there is the local layer. Product and communication in local languages and currencies is table stakes. But how merchants are best reached varies significantly by market. In some, an in-app notification is the most effective channel. In others, physical mail still outperforms digital. Getting this right has a direct impact on merchant trust and platform reputation.

                Without a high degree of automation across all of these dimensions, cross-border lending becomes economically unsustainable. AI-driven workflows for screening, risk assessment, and data aggregation enable consistent standards while keeping complexity manageable.

                Looking Ahead

                Europe’s embedded lending story is still being written. Regulatory frameworks and data infrastructure are maturing and platforms are increasingly treating embedded lending as a core strategic capability. The winners will be whoever has done the unglamorous operational work and built infrastructure that treats Europe’s complexity as an opportunity, not a barrier.

                Learn more at finmid.com

                • Embedded Finance
                • Neobanking

                Author

                Gregory Mostyn

                Published

                24 February 2026

                Estimated Read time

                5Mins

                Gregory Mostyn, CEO and co-founder of Wexler, on why the era of generalist AI tools is over, and how the future will focus on high-precision AI designed for specific industries

                For decades, the UK’s professional services sector, including areas such as Law, Insurance, and Wealth Management, has argued that its business value is locked in its access to proprietary data and the specialised labour required to navigate it. Investors, lured by the moat of institutional knowledge, priced these companies accordingly. However, the first quarter of 2026 has seen significant AI disruption within the professional services market. The catalyst wasn’t a single event, but rather a move by foundational model providers that turned the industry’s most defensible assets into commodities. 

                When Anthropic launched its specialised legal AI plugin, OpenAI integrated a real-time insurance underwriting engine directly into its interface, and Alturist Corp automated bespoke tax strategies, the market reacted harshly. As professional services titans such as RELX, MoneySuperMarket, and St James’s Place saw their share prices decline by more than 10% in a matter of hours, the message became clear: the era of treating AI as a ‘future risk’ is over. 

                The market has been awoken to the fact that foundational AI models are no longer just plugins or nice ‘add-on’ tools; they are competitors. The move by foundation-model providers into professional services – like the legal sector – is not a one-off shock, but rather an inevitability. 

                The Proliferation of Information 

                Historically, a law firm’s competitive advantage was its access to information – repositories of case law, proprietary research, and historical contracts. Investors and clients valued these companies on the assumption that this data constituted an impenetrable barrier to competitors. Before AI entered the mainstream, the cost of extracting actionable information from thousands of pages of data required a small army of junior associates and hundreds of billable hours. 

                In 2026, that moat has mostly evaporated. Recent benchmarks show that frontier models now achieve 80% accuracy on complex documents, compared with the 71% average of a human associate. More importantly, they do it at a fraction of the cost. It is now estimated that the inference cost for a system at the level of GPT-3.5 dropped by more than 280-fold between November 2022 and October 2024. It’s predicted that UK law firms will reduce their chargeable hours by 16% through the implementation of AI. 

                The narrative that AI would be able to handle only ‘low-level’ tasks, such as NDAs or simple contract summaries, has all but evaporated. Anthropic’s move into high-stakes litigation support validates this trend. 

                AI – From Swiss Army Knives to Scalpels 

                An error made by many law firms when AI became entrenched within the market was to treat it as a ‘plug-in’, a nice-to-have built onto existing internal software. Many adopted general-purpose tools, often referred to as ‘Swiss Army knife’ solutions, that covered the breadth of legal work but lacked the precision, jurisdictional nuance, and risk-weighted requirements for high-stakes professional services. 

                The 2026 market reaction highlighted the needs of a ‘scalpel’ approach – those that go deep in a specialised vertical within a legal workflow. For example, instead of a junior associate spending billable hours searching through case files to establish the facts of a case, they could use a ‘fact intelligence’ platform that can automate that process into minutes, whilst increasing accuracy by 95% versus 78% for human reviewers and up to 90% savings in large-scale litigation. The market is no longer rewarding firms for having information. Rather, it rewards those who can apply it at the lowest possible cost and friction. 

                Reallocating Capital Across Professional Services

                We’re already seeing investors withdrawing from the traditional software market and reallocating that capital into specialised AI firms. However, the risk for legacy players is that they are being disrupted from both ends. From the bottom, they are losing the efficiency game to generalist foundation models from companies such as OpenAI and Google, which are commoditising the ‘knowledge’ aspect of professional services, including basic advice and contract drafting. At the top, they are losing the expertise game to specialised firms that use AI as a precision instrument; their overhead would be lower than that of a traditional Magic Circle firm, allowing them to undercut prices while maintaining profit margins. 

                The result is a massive reallocation of capital. Investments into vertical AI (AI built for one specific industry) are expected to surge to $115 billion by 2034. The market no longer bets on labour with tools, but on autonomous workflows. Investors have realised that the value lies in the middle layer – the software that sits between a general foundation model and a specific industry’s needs. 

                Innovation or Obsolescence 

                So far, the first market fluctuation of 2026 has taught us that you cannot outrun new technologies. To survive, firms must stop treating AI as an add-on and treat it as a foundation for their core business infrastructure. 

                For UK professional services, the choice is no longer whether to adopt AI, but whether they can evolve quickly enough to avoid becoming the training data for companies building foundational models. The firms that remain in 2030 will recognise that the competitive landscape has changed. You’re not just competing with your peers, but with the compute cycles of the world’s most powerful AI labs. 

                The era of generalist AI tools is over, and the future will focus on high-precision AI designed for specific industries. 

                Learn more at wexler.ai

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy
                • Fintech & Insurtech

                Author

                Jack Bingham

                Published

                20 February 2026

                Estimated Read time

                5Mins

                Jack Bingham, Regional Director of Digital Native UK, Ireland & South Africa, Confluent on how data, treated properly, compounds in value to drive digital disruption

                When I talk to founders and tech leaders, one question seems to consistently come up: what separates today’s disruptors from the last decade’s? In 2010, being cloud-first was what made investors sit up and take note. In 2026, it will be streaming-first.

                I’ve spent the last year or so working closely with companies that are, quite literally, building their businesses in real time. For them, real-time capability isn’t a department or a layer that supports the business. It is the business. The acid test is simple: how quickly can you capture a critical event – a payment, a login, a failed delivery – and respond with the next best action? That focus shapes how they build products, structure teams, and think about innovation.

                Here’s what I’ve learned from them:

                Lesson 1: Data is a Product, Not a By-Product

                Many traditional companies still treat data as something to collect, store, and analyse later. The new generation of businesses, on the other hand, treats it as a reusable, governed product that everyone can access. When it’s built and shared this way, teams stop rebuilding the same foundations for every new use case. They move faster because they’re working from a single, trusted view of the truth, shortening product cycles, speeding up iteration, and spending more time solving problems that matter.

                That mindset, rather than the size of the tech stack or the number of engineers, is what sets disruptive businesses apart. In these organisations, technology, data, and business strategy move in lockstep. Decisions aren’t passed up and down hierarchies, they’re made by teams who understand both the data and the customer problem in front of them.

                When you can trust your data and respond in real time, innovation stops being a department. It becomes a reflex.

                Lesson 2: Real-Time isn’t a Feature, it’s a Foundation

                A few years ago, one of the world’s largest supermarket chains realised it didn’t have a single real-time view of its inventory. Without that visibility, omnichannel experiences were impossible. Once it shifted to a streaming architecture, every transaction became a live event that updated stock, triggered supply chains, and even made it possible to get your groceries delivered straight to your kitchen fridge – coordinated through live inventory data, smart home devices, and real-time security feeds.

                That’s the practical power of streaming: it connects what happens in your business to what should happen next so you can provide products and services that take customer satisfaction to a whole other level. Real-time data stops being a reporting tool and becomes the foundation of every decision, interaction, and innovation.

                I often ask businesses what they would do differently, if they knew the state of every event in their organisation. The most forward-thinking companies already have the answer. They’re using streaming to turn business events into reusable building blocks, creating new experiences by connecting the data they already have in smarter ways.

                Lesson 3: Culture is the Multiplier

                Being streaming-first is only half about architecture. The other half is attitude. The best digital enterprises don’t wait for permission to experiment. They map their most important business events, align teams around them, and empower people at every level to react fast and learn faster.

                And the difference is visible. Feedback loops are shorter. Structures are flatter. Failure is treated as information. This culture of continuous experimentation is why these companies can move at the pace they do.

                We often run ‘Event Storming’ workshops with teams to map their critical business events. The idea is to create alignment – getting people from engineering, product, and operations to agree on what really matters and how those moments connect. That process reveals a lot. 

                Digital disruptors go beyond simply deploying streaming architectures. They build streaming mindsets. Leadership plays a crucial role here: data must be treated as a strategic asset. If it isn’t up top, it won’t be anywhere else in the organisation either.

                Lesson 4: Streaming and AI will Converge

                AI is only as good as the data you feed it. Unfortunately, most enterprises are still feeding it yesterday’s data. Streaming-first companies already know this. They’re building intelligent data pipelines that give AI the context it needs to make decisions in real time.

                That’s how the next generation of innovators will pull ahead: not by having bigger models, but by having cleaner, faster, more connected data. Streaming is what will let AI move from reactive to predictive… and from predictive to autonomous.

                Too many organisations are cutting investment in data while pouring money into AI projects. But AI without quality data is just expensive guesswork. The companies doing this well understand that data has to be a product in its own right. And when business and technology teams design around that shared understanding, innovation follows naturally.

                Lesson 5: The Mindset of the Next Disruptors

                If I were starting a company tomorrow, I’d look closely at the critical events that run my business. I’d then make sure I had a way to capture those in the stream, make them reusable, and build every product and process around them. 

                When your business can see and act on what’s happening in the moment, you gain something no traditional architecture can give you: time. And in the next wave of disruption, that’s the only advantage that really matters.

                If we look to who we can learn from in the coming months, it’s financial services and healthcare that are moving the fastest. Real-time fraud detection, patient monitoring, and risk management are becoming operational necessities – and these industries will set the benchmark for real-time data excellence. 

                Looking Ahead to 2026

                By 2026, I don’t think we’ll talk about ‘real-time’ as a differentiator. It will simply be how modern businesses operate. Batch systems won’t disappear, but they’ll coexist within a single, streaming-first platform that delivers data whenever it’s needed.

                Once every process can react instantly, the question then becomes: can it anticipate? Can it learn? That’s where AI and streaming meet and where we move from reactive to autonomous enterprises that not only respond to the present but adapt to what’s coming next.

                Data, treated properly, compounds in value. The decisions you make with it become faster, sharper, and more confident. The companies that understand this will be the ones still leading when today’s titans look like yesterday’s news.

                Learn more at confluent.io

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Payments
                • Digital Strategy
                • Embedded Finance

                Author

                Jonny Combe

                Published

                19 February 2026

                Estimated Read time

                4Mins

                Jonny Combe, President and Chief Executive Officer, PayByPhone on how urban mobility is evolving from car-centric to multimodal and the opportunity the parking industry has to play a central role by integrating payment infrastructures that support a more connected, flexible mobility ecosystem

                The journey has changed. Over the past few years, the mobility industry has undergone seismic shifts toward more digital experiences. Cash payments continue to disappear and in the US made up only about 14% of all payments in 2024. Over half of the US adult population make use of mobile wallets and many companies provide payment opportunities via apps for their services. While this has made some processes more efficient and streamlined, it has also resulted in very fragmented data streams.

                Consider this scenario: a commuter drives an Electric Vehicle (EV) to a rural or suburban transit hub where they park and charge, then boards a train into the city. The final mile is completed on an e-scooter, shared bike or another mode of public transport to reach their destination. One journey, four separate payment interactions across four different apps.

                This is the daily reality for millions of commuters, and it exposes a fundamental challenge that not only the parking industry, but also the mobility industry as a whole must confront. Continuing to build payment infrastructure for journeys that end at the curb, is no longer enough; we should be facilitating one system for these evolved modern journeys.

                City Centres Reimagined

                A substantial amount of land in city centers has traditionally been dedicated to parking, but there is a growing trend where we see city centers worldwide redesigning their urban space. On-street parking is giving way to pedestrian zones and cycle lanes. Traditional car parks are transforming into multimodal hubs that are integrating EV charging, micro-mobility stations, and last-mile logistics. Technologies like automatic number plate recognition are helping to eliminate friction at entry and exit points. However, backend complexity of the redesign of urban mobility has grown exponentially.

                Local authorities now juggle relationships with cashless payment providers, meter operators, EV charging networks, micro-mobility vendors, and logistics partners. Each bring their own payment rails, reconciliation requirements, and data formats. For many municipalities, simply reconciling payments between a meter provider and a digital parking platform already strains finance teams. Adding multiple mobility partners brings a significant extra load to existing operational capacity and the operational burden is only part of the equation.

                The Hidden Cost of Fragmentation

                The more critical issue is strategic: fragmented payment systems can create fragmented data, and fragmented data can undermine intelligent policy.

                When payment information sits in siloed systems across multiple vendors, authorities lack the consolidated view needed to answer essential questions:

                • How does parking behavior correlate with public transit usage?
                • What pricing strategies would optimize utilization across the entire mobility network?
                • Where should we invest in EV infrastructure based on actual demand patterns?
                • How do we measure progress toward carbon reduction targets?

                Without integrated payment and usage data, cities are making significant capital infrastructure decisions with an incomplete picture.

                The Payment Layer as Strategic Infrastructure

                Forward-thinking cities are, however, beginning to recognize payment infrastructure not as back-office plumbing, but as strategic architecture for the mobility ecosystem.

                The solution lies in centralized payment platforms that serve as a unifying layer – ‘super apps’ as they are called in other industries. The backend of these apps should be able to consolidate transactions across multiple mobility services, automate complex multi-party reconciliations, and create unified data lakes that enable AI-driven insights.

                This approach can deliver immediate operational relief: finance teams spend less time manually reconciling disparate systems, and the strategic value compounds over time. With consolidated data, authorities can model the true economics of mobility transitions, identify underutilized assets, dynamically price services to manage demand, and measure environmental impact with precision.

                Building for What Comes Next

                The parking industry has always been about managing physical space, yet the future is about orchestrating mobility experiences. The question for industry leaders isn’t whether parking will integrate with broader mobility systems but whether parking operators will architect that integration intentionally.

                Doing so requires a fundamental rethink of the role parking payment providers play in the payment value chain, while investing and building the technology and the payment infrastructure that makes seamless, sustainable urban mobility possible.

                The infrastructure we build today will determine whether cities can deliver on their mobility and sustainability commitments tomorrow. For parking industry leaders, this is both a challenge and an opportunity: to evolve from transaction processors into the essential connective layer of urban mobility. Those with the vision, and the technological ability to rise to that challenge, have a real opportunity to lead the next generation of multimodal mobility payments.

                About PayByPhone                                                     

                PayByPhone is a global leader in mobile parking payments. We simplify journeys for millions of UK drivers with smart, intuitive technology and user-focused features. In addition to fast, secure parking payments, drivers can also locate nearby fuel stations and EV chargers – and pay for EV charging – all in the PayByPhone app. We work with over 1,300 cities and operators across the UK, North America, France, Germany, and Switzerland. More than 110 million drivers worldwide have downloaded the PayByPhone app to simplify their parking and vehicle payments to date. To discover how our products and services can elevate your driving experience.

                Learn more at paybyphone.co.uk

                • Digital Payments
                • Digital Strategy

                Author

                Trilliam Jeong

                Published

                12 February 2026

                Estimated Read time

                4Mins

                Trilliam Jeong, CEO at WealthBlock on why pairing credit discipline with real-time reporting will deliver a better position to hold onto investor confidence

                There’s no shortage of noise around the direct lending market right now. On one hand, deal activity remains strong, capital continues to flow in and investor appetite hasn’t wavered. On the other, competition is fierce, rates are edging down and macro conditions are less forgiving than they were a year ago.

                But strip out the headlines and the fundamentals still look solid. The demand is there, both from borrowers looking for speed and flexibility and from investors chasing yield and consistency. That puts direct lenders in a strong position, provided they’re prepared to adapt.

                Operational Shift

                One of the most significant shifts underway is operational. We’re seeing real adoption of technology across the mid-market from AI-assisted onboarding to fully digitised investor dashboards. This isn’t just cosmetic. Faster processes and clearer visibility mean capital can move more quickly, investors stay better informed and managers have more room to protect margins, even in a tightening spread environment.

                LP expectations are shifting too. Many now expect a consumer-grade digital experience from the platforms they commit capital to. They want real-time access to reports, frictionless communication and clarity around how their money is being deployed. That shift in expectations is accelerating the tech arms race across the mid-market. It’s no longer about who can show the best deck but rather can deliver the best infrastructure. And as investor sophistication grows, that infrastructure is becoming a non-negotiable.

                Digital Infrastructure

                That shift is also influencing how mandates are awarded. Institutional investors increasingly view digital infrastructure not as a bonus, but as a sign of long-term readiness. Questions that once focused solely on deal pipeline and past performance now extend to data availability, reporting cadence and system resilience. It’s not just about what a manager can deliver but how transparently and reliably they can do it. As more allocators run tighter operational due diligence processes, digital maturity is quietly becoming a competitive edge. Platforms that can demonstrate consistent, tech-enabled processes are better positioned to win, and keep, capital.

                That matters, because rates may not stay where they are. Increased competition is already putting pressure on pricing. But firms with strong digital infrastructure are better placed to absorb it. Operational leverage, not just headline yield, is becoming a key differentiator.

                Scaling Up

                There’s also the issue of scale. Consolidation is real and it’s reshaping the market. The biggest managers are only getting bigger and their resources are hard to match. But size alone isn’t the whole story. Technology is giving smaller and mid-sized players a way to compete on experience even if not on balance sheet. A seamless, professional, tech-forward investor journey can carry real weight with LPs, particularly those who value speed and clarity over brand.

                That’s especially relevant for new entrants. There’s no shortage of managers in direct lending and standing out requires more than just a different strategy. Yes, some are carving out a niche in NAV lending, venture debt or structured credit but what really earns attention is trust. That comes from clear communication, repeatable processes and a level of transparency that goes beyond the marketing deck.

                The Outlook for Lending

                The macro outlook is part of the equation too. With corporate defaults expected to rise, discipline is going to matter more than it has in recent years. Underwriting strength, sponsor alignment and proactive portfolio monitoring are back in focus. Investors will be watching for signals that managers are prepared for downside risk. The tougher the environment, the more exposed weaker systems become. Inconsistent reporting, vague valuation logic or delayed updates might have been tolerated in a bull market – but not now. Allocators want to know how a manager will behave under stress, not just how they perform when everything’s going to plan. That makes operational maturity as important as deal-level returns.

                Firms that pair credit discipline with real-time reporting will be in a better position to hold onto investor confidence. Allocators are already asking more pointed questions and looking for managers who can back up claims with data. There’s still plenty of room to grow in direct lending, but it won’t be enough to rely on past performance or broad market tailwinds. The firms that outperform from here will need to be efficient, responsive and trusted. In a more competitive, more transparent and more regulated market, those are the traits that will endure.

                Learn more at wealthblock.ai

                • Blockchain & Crypto
                • Embedded Finance
                • Fintech & Insurtech

                Author

                Zach Burks

                Published

                9 February 2026

                Estimated Read time

                8Mins

                Zach Burks, CEO of Mintology, examines the rise of Artificial General Intelligence (AGI) and explores what the future may hold for cash

                Blockchain was built on the noble principle of creating a system of value that was fair, secure, decentralised, and incorruptible. Crypto promised to protect people from the volatility of human error, from reckless governments, greedy bankers, and the decay of trust that defines our financial institutions.

                For a time, it worked. We built code that didn’t lie; we created ledgers that couldn’t be tampered with; and we proved that finance could run on quantitative logic rather than human bias.

                But a new kind of intelligence is emerging, one that will allow malicious actors to execute on autopilot and generatively infiltrate innocent users, what will become known as Artificial General Intelligence (AGI).

                AGI is still some way off, but predictions suggest it could be in use as early as 2027, or at least propagating outwards without human knowledge at that point. Once in the open world, AGI is impossible to predict, as a chimp could not predict what a human will do next, nor can a human predict what AGI will do. However, assume these possibilities: this technology will have the power to decrypt and unlock blockchain-based currencies, learn how to crack cryptographic puzzles, run other AGI agents and rinse and repeat.

                Paradoxically, the safest asset in the world will no longer be Bitcoin; it will be physical currency or items deemed as currency.

                The Age of the Codebreaker

                It is estimated that 68–74% of all cyber-attacks involve a human element, error, manipulation, or social engineering. Our entire security architecture has been designed around that premise: defend against people.

                Smart contracts, encryption, and consensus protocols depend on predictable, rational behaviour, or protect against irrational actions. They are designed to survive attacks from individuals or organisations that rely on either quantity (bot networks) or quality (human intelligence), not both, nor novel vectors (such as novel exploits in math breakthroughs).

                A near-sentient system changes that equation. It fuses the scale of automation with the intent of human-like intelligence. If weaponised, it could probe billions of attack vectors in seconds, rewrite its own code to evolve around defences, and destroy a financial system from the inside out.

                We’ve seen the first state actor sponsored AI Agentic cyber espionage recently, and that is just from normal AI, not even AGI. Further reinforcing the point that AI is a powerful intelligence, and AGI will be on another level, unfathomable from the human’s perspective.

                Crypto’s strength has always been its demand for continuous codebreaking. It exploits the one finite human resource, time. But AGI will erase that constraint. Time ceases to be a defence in the age of autonomy.

                The End of Digital Trust

                Trust is the foundation of money. Without it, no currency, crypto or fiat can survive. Blockchain gave us a new kind of trust, trust in code and mathematical truth.

                We told ourselves that decentralisation would make corruption of the network improbable by humans. But we didn’t anticipate machine corruption, the rise of autonomous systems capable of penetrating those same decentralised defences.

                Academic research already shows that generative AI can autonomously discover one-day vulnerabilities. It can exploit them faster than existing patching cycles. Combine that with the commercialisation of state-sponsored scamming. A $1 trillion illicit economy, according to the World Economic Forum’s Global Cybersecurity Outlook 2025. And you have a perfect storm for simple AI, not accounting for what AGI’s intentions may be.

                The moment AI becomes self-directing and amoral when neutral, and outright immoral when viewed from a human perspective, but not a binary perspective (in the computer sense), the concept of secure digital value collapses. No wallet is safe if an AGI can learn every exploit in existence before the first patch is written. Or a new mathematical proof that defeats the difficulty of PoW chains like Bitcoin. Or has implanted itself in every device it can reach and simply transfers your assets away like a hacker.

                No Wallet, DeFi protocol, or even Blockchain is safe if AGI wants to take a path of gathering financial resources to enact whatever plan it may develop. As AI becomes omnipresent, the irony is that the very technologies designed to control us by centralised power, digital IDs, central-bank digital currencies (CBDCs), and government backed stablecoins, may become vectors of vulnerability.

                A Warning for CBDCs

                A report conducted by the Department of Homeland Security recently stated that CBDCs can be susceptible to high levels of cybercrime. These include phishing scams and mass exchange rate manipulation. In an era of AGI, the rate at which these vulnerabilities can be exploited becomes tenfold.

                When your savings live entirely inside a system that can be hijacked faster than you can blink, society will retreat to the one haven it knows it can trust: physical cash or cash-like equivalents. But honestly, if this happens, there isn’t much of a society left over at that point.

                Cash or Bartering Will Be King (Again)

                It sounds absurd, the idea that in an era of automated economies, humanoid robots, and algorithmic wealth managers, the safest thing you could own is a paper banknote. Yet that’s exactly where we’re headed if we go down a path of ‘unplugging’. We move off the grid to combat the AGI release, assuming we are still alive to do so at that point.

                Cash can’t be hacked or reprogrammed. It doesn’t depend on the uptime of a network or the integrity of a wallet provider. It is the last financial instrument that exists entirely outside the reach of code. Yet in the scenario of AGI going rogue and being released into the world, the most likely scenario I predict is that the markets will see a slight flicker, almost as if a single global hedge fund blew up, or maybe a bit worse… Within minutes, markets around the world will react as assets gathered by the AGI are dumped and transferred for the purpose of AGI.

                Although, paradoxically, if the AGI crashes the markets so badly, hacks billions in Bitcoin and sells it, takes over bank accounts, the cascading effect of a global crash on this order, would impart the effect of all its efforts to gather resources moot. So it cannot crash the market spectacularly. If AGI wants to use its resources in some way. If that is its plan, that is. Why pay a human when you can control a humanoid robot?

                The lesson is uncomfortable… The more intelligent our systems become, the more valuable it is to hold something that isn’t correlated to the status quo. Hence, cash (assuming the government hasn’t destroyed the value of the currency) and currency-like items via bartering will be the new status quo in this post AGI world.

                Can We Stop It?

                The survival of blockchain-based finance will depend on merging on-chain verification with off-chain intelligence. AI must be used not just as an optimisation tool but as a shield. An intelligent custodian that monitors for synthetic behaviour, agent-driven manipulation, and abnormal transaction patterns.

                Research conducted by Boston Consulting Group proposes autonomous agents, which could be used to detect and counter adversarial machine behaviour in real time. It’s a promising start, but still reactive, not preventative.

                To protect digital value, critical financial infrastructure must incorporate hardware kill-switches, air-gapped recovery procedures, and circuit breakers independent of algorithmic consensus.

                In a future where AI moves capital faster than humans can think, there must still be something that can say stop, instantly and irrevocably. This is the first path forward, when we are talking about normal AI and agentic AI as we know it today in 2025. We must fight fire with fire, and use AI agents to protect and attack, otherwise we are knights in armour on a battlefield against drones. This is all before AGI is released; then it becomes an arms race (if there is a competitor AGI) for the two to fight it out or join forces, because at that point, humans are only along for the ride.

                The New Definition of Wealth

                In the AGI era, wealth won’t be measured by what you own, but by what you can protect. Digital capital will remain essential, but it will need a new architecture that assumes non-human adversaries and responds autonomously. Regulation will never be able to move quickly enough to stop AGI, and even if it did, there remains the challenge of understanding training vs intent and rationally policing the difference between the two. The term ‘agentic state’ has never been so poignant.

                Cash will therefore – in either local currencies, new currencies, or bartered items – become king again, not for efficiency, but for situational sovereignty. The markets of the future will be defined less by access and more by security, control, and locality.

                AGI could one day manage every trade, optimise every yield, and eliminate every inefficiency if aligned for the good of humanity, but if malaligned AGI grows, the technology will become humanity’s own worst enemy.

                This dilemma means a changed society, if there is even one left, that in order to operate needs to keep something tangible in its hands, a note, a coin, a battery, a 5.56 caliber bullet,  a reminder that security isn’t always a guarantee.

                With physical currency, you sometimes let your immediate environment in, with digital money, you invite the internet in, at the speed of beyond trillions of operations a second, faster than a blink of an eye.

                About the Author

                Zach Burks is an accomplished blockchain developer with over a decade of experience in the Ethereum ecosystem. He has progressed the governing principles of Ethereum first-hand through his collaboration with the Ethereum Foundation on improving the ERC-721 standard, the cornerstone standard for all NFTs, and by authoring ERC-2981, the industry-defining on-chain royalties standard. Zach is also the mastermind behind Gasless Minting, which revolutionized the NFT creation process.

                Learn more at mintology.app

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Cybersecurity in FinTech

                Author

                Martin Petrov

                Published

                5 February 2026

                Estimated Read time

                4Mins

                Martin Petrov, Chief Technology Officer, Payments Compliance at Integrity360


                It is tempting to view payments compliance as the finish line, a signal that a business is secure. But in practice, compliance is just the starting point. It provides a baseline security level, not a digital fortress. Standards are designed to raise the floor and eliminate obvious vulnerabilities, but they cannot cover every emerging threat or nuance – such as a supplier getting breached or a shortcut taken by an engineer at 2 a.m. That is where organisations risk becoming complacent or overly literal in their interpretations.

                True security demands a harder question than “Are we compliant”?  It demands: “Would this stop an attacker today?” That demands understanding not just what a control requirements state, but why they exist. Multi-factor authentication (MFA), for example, is not just a checkbox; it is a concept rooted in stopping unauthorised access. Compliance must be interpreted in context: against the weakest vendor, the most exposed system, the riskiest business process, and the evolving threat landscape. Too many breaches have exploited gaps that audits never covered because compliance became the ceiling, not the floor.

                Regional and cultural factors also play a part. In Northern Europe, payments compliance frameworks like PCI DSS are often seen as a baseline to exceed, with layered defences added beyond the minimum. In other regions, standards such as PCI DSS or ISO/IEC 27001 are treated more as a destination. Certification becomes the end goal – a badge to display, not a baseline to exceed. These differences matter because they determine whether compliance protects you or just protects your reputation.

                The supplier slip-up that could cost you everything

                One of the most urgent blind spots is the supply chain. You can harden and patch all of your own systems, mandate MFA, and lock down every endpoint. But a vendor’s default service account, an abandoned test tenant, or an over-permissioned API can undermine everything. As integrations and dependencies grow, so does the potential blast radius. And while many organisations know who their suppliers are, far fewer know what access they have, how often they are reviewed, or whether they follow the same standards. Supplier risk must now be managed as rigorously as internal operations; tiered, tested, and tightly controlled.

                The three-body problem: when PCI-DSS, GDPR, and the EU AI Act collide

                Then there is the pace of innovation, particularly in areas like AI. For European compliance officers, this creates a three-body problem: the EU AI Act, PCI-DSS, and GDPR orbiting each other with overlapping but misaligned requirements. And unlike physics, there is no elegant equation to solve it. Meanwhile, global response remains inconsistent, and the tension between innovation and oversight is only going to grow.

                The organisations that succeed in this environment will not just meet standards; they will go further and question whether they are compliant on paper but vulnerable in practice. By treating compliance as a foundation, not a finish line, organisations will unlock new ways to stay secure and  trusted. The question is, what does that really look like?

                What good is a lock if no one checks the door?

                One of the easiest traps for modern security teams is assuming that tools alone provide protection. But no matter how advanced the platform or how rigid the policy, it is people and processes that hold it all together – or let it fall apart. This is especially true in payments compliance, where new platforms and integrations emerge faster than policies can adapt.

                Organisations that treat compliance as a checklist often over-rely on technology, trusting automated scans, secure settings, or third-party certifications to keep them safe. But without context and human judgement, these defences can create a false sense of security and leave the business exposed.

                In the best security teams, compliance is part of the culture. Risk and DevOps teams stay in sync through constant feedback. Procurement acts as a line of defence, with a clear view of which suppliers matter most and where the risks lie. These teams know when to push back, even if it means slowing things down. And across the business, people are empowered to speak up when something feels off, whether it is a shortcut, a setting, or a workaround that could open the door to risk

                Compliance is not the end of the story

                The gap between being compliant and being protected has never mattered more. Payments compliance standards offer a necessary starting point, but it cannot keep pace with every new integration, supplier dependency, or regulatory shift. Resilient organisations recognise this. They treat compliance as one layer in a broader strategy, one that includes cultural alignment, human awareness, and operational agility.

                The difference shows up not in the paperwork, but in the response to real threats. While compliant organisations pass audits, protected ones prevent breaches. That is the shift the payments industry needs: from ticking boxes to asking better questions, and from chasing certification to building capability, resilience and responsiveness.

                Because at the end of the day, it is not about being compliant. It is about being resilient.

                Learn more at integrity360.com

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Dan Brightmore

                Published

                3 February 2026

                Estimated Read time

                3Mins

                AccessPay, the leading bank integration provider, has released its Finance Trends 2026 report. It presents the findings of its annual survey of finance…

                AccessPay, the leading bank integration provider, has released its Finance Trends 2026 report. It presents the findings of its annual survey of finance leaders for the fourth consecutive year… AccessPay reveals marked sectoral differences between finance teams in financial services firms and those in corporates with regards to their priorities and attitudes to technology adoption.

                Key findings from the report include: 

                Finance leaders are prioritising finance efficiency and cost control

                Finance teams across all sectors are placing renewed emphasis on efficiency and cost control in 2026. 47% of general corporates cited this as a priority, a goal shared by 46% of financial services firms.

                Although cost control is a perennial concern in financial management, sluggish economic growth, rising costs, and geopolitical turmoil have brought it to the fore. Finance leaders are being pushed to do more with less, which also means there is greater interest in adopting advanced technologies; 47% of general corporates and 43% of financial services firms stated they were prioritising the adoption of AI within the coming 18 months.

                Financial services firms are pulling ahead in finance transformation

                In both the financial services (29%) and general corporate (24%) sectors, a leading pack of firms report that their finance function has a high degree of automation and integration across all back-office systems.

                Beyond this, there is a stark dichotomy between the financial and non-financial segments. 45% of financial services firms stated they were advanced in their finance transformation efforts, where most finance processes are automated. In comparison, 41% of corporates stated finance transformation efforts were progressing, with partial automation and manual workarounds. This highlights that there are still many quick wins to be realised in the corporate space through simple automation based on bank connectivity.  

                Insufficient budget is a bigger barrier to AI adoption for corporates

                Financial services firms are much more likely to have invested in AI for finance operations than general corporates. 46% of financial services firms report having implemented AI enhancements to a high degree, compared to 28% of corporates.

                Both financial and non-financial sectors faced common barriers to AI adoption, including a lack of internal expertise and resistance to cultural change. However, corporates were far more likely to cite insufficient budget as an issue with 31% raising this as a barrier, compared to 17% of financial services firms.

                “The disparities between the financial and non-financial sectors in terms of their attitudes towards technology investment are striking,” comments Anish Kapoor, CEO of AccessPay. “Longer-term, the underinvestment in general corporates could backfire. In the current macroeconomic environment, finance teams will need to stress-test plans to ensure they can operate at the low end of their scenarios. This is why we predict 2026 will be a key year for automation in payment and treasury operations. If finance departments are to operate with reduced headcount or scale without increasing staff, leaders also need to consider how to make up that shortfall with technology.”

                Download the full report here to learn more about digital transformation in finance operations and how bank connectivity solutions can help automate payments and bank statement data flows.

                AccessPay’s Finance Trends 2026 Survey was conducted online during October 2025. The aggregated results are based on 130 respondents from various sectors, including financial services, legal, retail, manufacturing and utilities. Findings for the financial services sector are based on 84 respondents across banking and insurance, while corporate findings are based on 54 respondents. A small proportion of companies is classified in both segments. Typical job titles of respondents include (Deputy) Finance Director, Financial Systems Manager, Head of Treasury, and Head of Managed Services.

                Learn more at accesspay.com

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Digital Payments

                Author

                Dan Brightmore

                Published

                2 February 2026

                Estimated Read time

                3Mins

                Join thousands of attendees at FIBE Berlin for two days of groundbreaking inquiry into the future of financial services and the tech that will drive it

                Berlin’s importance in the finance and tech services industry is characterised by a combination of a vibrant startup scene, abundant capital, a supportive innovation environment and a broad network of events and collaborations. All these factors make Berlin a leading centre for financial technology in Europe. And this is where FIBE Berlin comes in – Germany’s first international international finance & tech festival.

                FIBE Berlin showcases the latest trends and developments acros the industry. FIBE Berlin bridges traditional banking with the disruptive FinTech sector and offers curated networking formats to ensure you get the most out of your attendance.

                Why Attend?

                Your benefits in a nutshell: Engage with the European finance and tech scene over two days. Listen to international expert speakers, participate in curated networking sessions, and attend the FIBE Recovery Breakfast.

                Whether you are a finance expert, a FinTech visionary or a tech investor, don’t miss out on this exciting opportunity to be a part of the FIBE Berlin community and create a new form of convention and exhibition. From Berlin for the world.

                In just two days, FIBE Berlin will delve into the most groundbreaking topics that are reshaping the financial landscape. With Handelsblatt, Germany’s business and financial daily, the conference has an expert partner responsible for curating the stage programme.

                In addition to dealing with the newest content, FIBE Berlin creates interactive formats and an exchange at eye level between the audience and speakers delivering expert insights. No matter whether it’s a debate, a live feed to correspondents around the world or a meet and greet with international speakers. You can count on FIBE Berlin’s conference program to be bang up-to-date, controversial and interactive.

                Check out the full program at FIBE to plan ahead…

                Three Unique Stages

                To help you navigate FIBE Berlin’s vast array of offerings, the festival program is divided across three different stages:

                • The Festival Stage, delves into the big questions and connections within the industry, if not the world, through panel discussions and one-on-one interviews. There’s plenty of space around this big stage to listen, ask questions, and join the discussion.
                • As the name Club Stage suggests, things are a bit more intimate here. Speakers and moderators take a behind-the-scenes look at companies (be it a unicorn or an early-stage startup), collaborations, investments, and more. Again, your questions and experiences are more than welcome here.
                • Experience Fintech Berlin style at the ever so popular Späti Stage. For many, a Späti (Berlin’s corner shops), replaces the living room or kitchen table and so does the Späti Stage. Completely informal and unconventional it features quick presentations, out of the box impulses, and meet and greet sessions. Grab an ice cream, a beer, or some crisps and join the Späti crowd!

                Book your tickets now

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Digital Strategy
                • Event Newsroom
                • Events

                Author

                Dan Brightmore

                Published

                Estimated Read time

                3Mins

                From Infrastructure to Impact – Where Technology Meets Humanity

                From Infrastructure to Impact – Where Technology Meets Humanity

                Money20/20, the world’s leading FinTech show, and the place where money does business, has revealed the agenda for Money20/20 Asia. Set for April 21-23 at the Queen Sirikit National Convention Center in Bangkok. Asia’s most influential FinTech event will bring together thousands of leaders, innovators, regulators, and investors. From across the region and around the world delegates will explore how financial technology can deliver real human impact – not just technical innovation.

                From Infrastructure to Impact – Where Technology Meets Humanity

                Under the theme “From Infrastructure to Impact – Where Technology Meets Humanity,” the agenda reflects the industry’s evolution from celebrating capability to driving measurable outcomes that matter to people and communities. The program will spotlight key priorities. These include intelligent infrastructure for inclusive systems, SME empowerment, hyper-local ecosystem orchestration across diverse markets, last-mile solutions for underserved users, and the convergence of traditional and decentralised finance.

                The keynote roster features top voices shaping the future of finance across Asia and beyond. Including Peng Ooi Goh, Founder & Executive Chairman of Silverlake Group; Sridhar Narayanan, Distinguished Engineer & CTO, IBM Payments Center; Kelvin Tan, CEO of audax Singapore; Fozia Amanulla, CEO of Boost Bank Malaysia; Rob Schimek, Group CEO of Bolttech; Anu Phanse, Chief Compliance Officer at Coinbase Singapore; Raymond Ng, CEO for Singapore & SEA at Revolut; and Rahul Advani, Global Co-Head of Policy at Ripple – along with an expanding roster of sector leaders across banking, FinTech, and technology.

                A Defining Moment for the FinTech Industry

                “Money20/20 Asia 2026 is a defining moment for our industry,” says Danny Levy, EVP & MD, APAC & Middle East. “This year’s agenda has been designed not just to showcase what technology can do, but to deepen conversations about what technology should do. Solve real challenges, unlock economic potential for small businesses, and ensure inclusive access for communities across Asia. We’re thrilled to bring together a lineup of visionary leaders who share that commitment.”

                “Tokenisation is quickly moving from concept to real‑world use across Asia. Industries today are leveraging cutting edge technology to unlock liquidity and value through secure, compliant frameworks. HashKey is building the foundational infrastructure that makes it possible, and I’m looking forward to joining Money20/20 Asia to drive this shift from experimentation to real impact.”

                Anna Liu, Chief Executive Officer of HashKey Tokenisation

                Across three days of keynotes, panels, and interactive sessions, attendees will explore the critical trends shaping the future of money. From payments, banking, and digital assets to AI, regulatory innovation, and human-centred design. All with a focus on turning ideas into impact.

                Money20/20 Asia’s agenda can be viewed here

                About Money20/20

                Launched by industry insiders in 2012, Money20/20 has rapidly become the heartbeat of the global fintech ecosystem. Over the last decade, the most innovative, fast-moving ideas and companies have driven their growth on our platform. Mastercard, Airwallex, J.P. Morgan, SHIELD, GCash, Stripe, Google, VISA, Adyen, and more make transformational deals and raise their global profile with us. Money20/20 attracts leaders from the world’s greatest banks, payments companies, VC firms, regulators, and media platforms: convening to cut industry-shaping deals, build world-changing partnerships, and unlock future-defining opportunities in Las Vegas (October 18-21, 2026), Amsterdam (June 2-4, 2026), Riyadh (September 14-16, 2026), and Bangkok (April 21-23, 2026). Money20/20 is where the world’s fintech leaders convene to grow their brands.

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Event Newsroom
                • Events
                • Neobanking

                Author

                Dan Brightmore

                Published

                28 January 2026

                Estimated Read time

                3Mins

                Partnership enables financial institutions to expand faster into new markets with automated, consistent and compliant localisation workflows

                Plumery, the digital banking development platform, and Lokalise, a leading platform for continuous localisation have joined forces to embed enterprise-grade localisation functionality, including translation and market adaptation, directly into digital banking experiences. This will enable financial institutions to deliver hyper-localised experiences at scale. Improving accessibility, engagement, compliance and customer satisfaction.

                Today, financial institutions increasingly compete on experience, speed, and accessibility. Global banking customers now consider native language support a baseline expectation. This makes it essential for institutions to adopt a multilingual-by-design approach.

                Plumery combines developer-friendly, customer-centric digital banking platform with Lokalise’s best-in-class localisation infrastructure. Together, their AI orchestration will help financial institutions expand their customer base. This can be done in a scalable way by launching and updating multilingual journeys faster, with full control and compliance.

                Modern Digital Banking

                The partnership also removes one of the biggest blockers to delivering modern digital banking. Financial institutions can now deliver high-quality localised digital banking experiences. Moreover, at a fraction of the cost and time, across all channels, without engineering bottlenecks. This reduces operational overhead, speeds up market entry, improves compliance with language- and accessibility-related regulations. All of which delivers a better, more inclusive customer experience. Financial institutions can move faster without increasing operational risk.

                “Localisation is no longer a nice-to-have, it’s essential for delivering truly inclusive and personalised banking experiences. Partnering with Lokalise allows us to bring world-class localisation into every digital journey our clients build on Plumery. Together, we’re helping financial institutions launch faster, scale globally, and meet the expectations of modern customers who want banking in their own language, context and culture.”

                Danielle Cohen, Head of Product at Plumery

                “This partnership is a game-changer for financial institutions looking to scale globally with confidence. By embedding AI orchestration and continuous localisation directly into the Plumery platform, we are empowering customers to easily launch and update multilingual services at a fraction of the cost, ensuring consistent, compliant, and local experiences that accelerate market expansion and drive rapid customer growth.”

                Etgar Bonar, CMO at Lokalise

                The partnership is live across all markets Plumery and Lokalise serve, with the first mutual deployments already underway. 

                About Lokalise

                Lokalise is the most intuitive and powerful AI localisation platform, trusted and loved by 3,000+ global companies to deliver high-quality human-level translations at a fraction of the cost. Furthermore, with advanced AI orchestration, 60+ deep integrations and world-class support, it is built to automate, collaborate, and scale growth while maintaining full brand and regulatory control.

                About Plumery

                Headquartered in the Netherlands, Plumery’s mission is to empower financial institutions worldwide, regardless of size, to craft distinctive, contemporary, and customer-centric mobile and web experiences. 

                Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. This blend has been cultivated through years of experience at start-ups, scale-ups, and established financial institutions, and most notably at globally leading financial technology companies, where they were instrumental in creating disruptive digital banking solutions and platforms that now serve 300+ banks globally.  

                Plumery’s Digital Success Fabric platform provides banks with the foundation for success beyond fast-time-to-market by expediting the development of their digital front ends while significantly cutting costs compared to in-house initiatives or solutions with high total cost of ownership (TCO).

                • Digital Payments
                • Embedded Finance
                • Neobanking

                Author

                Brian Gaynor

                Published

                27 January 2026

                Estimated Read time

                5Mins

                Brian Gaynor, European Chief Executive at BlueSnap, on leveraging the new tools that are needed to meet today’s tech demands

                Finance teams have a problem. The demands of doing business in 2025 go far beyond the limits of the tools they’ve been using for decades. Every day, teams wrestle with myriad spreadsheets, struggling to manage critical business processes with the tools they’d use to plan the Christmas party.

                But the alternative feels too risky. Decision makers shy away from changing the systems they’ve worked in for years, and the investment and imagined disruption this would bring. Surely ‘better the devil you know’ – even if the present is particularly hellish.

                On first glance, refusing to change may seem like the cheaper choice. Yet familiarity comes with a hidden premium. The cost of inefficient manual processes quickly mounts up and missed opportunities mean higher losses. As businesses face shrinking margins in a strained economic climate, this is a cost they can no longer afford.

                Spreadsheets Conceal a World of Secrets

                One of the biggest challenges finance teams face today is the lack of visibility into outstanding invoices. Manual spreadsheets often hide the true scale of late payments, often until it’s too late. When unresolved invoices pile up, companies face reduced cash flow, strained internal coordination, and great exposure to compliance risks. The extent of this damage should not be underestimated: late payments cost the UK economy £11 billion a year and shut down 38 businesses every day.

                However, modern AR automation tools can bring cash secrets into the light. They’re able to give businesses real-time visibility over accounts receivables so overdue payments are spotted earlier and businesses can launch proactive collection strategies, rather than desperately chasing overdue accounts at the very last minute. Automated reminders, dispute resolution workflows, and digital invoicing help take the friction out of invoicing, as well as giving finance teams a smarter view of receivables year-round, not just during heightened crunch periods.

                Using AR software to reduce financial bottlenecks creates a cascade of business benefits. Freed from spreadsheet hell, customer-facing teams now have the time to focus on client relationships, and drive company growth, rather than endlessly chasing late payments. This means they can bring their talent to create real value for a business, rather than being forced to take on manual tasks that should be left to a machine.

                Keeping Cash Flowing

                Cash flow is the lifeblood of every business yet legacy processes often drain it. Manual invoicing and reconciliation often end up extending collection cycles and, subsequently, straining liquidity. Stuck with outdated processes, companies end up waiting weeks – or even months – longer than they need to access their own funds. 

                By contrast, AR automation accelerates invoice collection, allowing businesses to unlock working capital much faster than any manual process could. At the same time, it helps individuals and organisations increase their productivity by eliminating repetitive, error-prone tasks such as data entry, reconciliations, and follow-ups. Finance professionals can then redirect their time to higher-value work such as interpreting data, advising leadership, and shaping strategy. This is the work that helps grow a business and allows an organisation to move with agility which is crucial to economic resilience in today’s difficult climate. The ability to free up capital and employee bandwidth can be the difference between stagnation and growth.

                Extending the Range of Vision

                Another casualty of manual processes is cash flow forecasting. Spreadsheets are reactive documents, providing a static, backwards-looking view of finances, and are often plagued by version control issues and human error. This means finance leaders are left making critical business decisions without a clear picture of future cash flow, reducing strategic planning to a roll of the dice.

                Automation offers the opposite. By offering real-time visibility of accounts, invoices, and performance, it enables finance teams to forecast cash flow with confidence. This foresight allows businesses to accurately anticipate liquidity needs, mitigate any risks, and respond faster to shifts in demand or supply chain disruption, meaning they can work proactively rather than reactively. The ability to be on the front foot is another crucial block in building business resilience.

                Enhancing the Customer Experience

                Outdated systems don’t just create internal inefficiencies, they affect an organisation’s relationship with their customers. Legacy systems have a significant impact on the customer experience, as manual processes, such as cheque reconciliation, slow down operations and make payment processing cumbersome.

                Again, automated AR solutions can help here. Automated systems enable businesses to offer customer-friendly features, like a ‘pay by link’ option that makes it easy for customers to instantly settle invoices. This reduces friction in the payment process, prompts clients to make payments quickly and on time, and helps strengthen the trust between an organisation and its customers.

                Ultimately, modern finance platforms that use automation greatly enhance the customer experience by making billing seamless, accurate, and transparent. Payments are processed faster, disputes are handled proactively, and customer satisfaction improves as a result. At a time when every client counts, such benefits can’t be ignored. 

                Familiarity Comes at a Price

                With so many advantages stemming from AR automation, why are so many organisations choosing to stick with spreadsheets? One may think that the biggest barrier to change is technology, but often, it’s their attitude. Too many finance leaders assume that because their current processes haven’t collapsed, they must be working well enough to remain in place. But ‘if it ain’t broke’ is a destructive mindset. Opting to be complacent and being satisfied with ‘good enough’ tools, is a costly decision. And are these tools actually working if they lead to lost productivity, delayed revenue, weakened forecasting, and damage to customer relationships?

                Businesses may think it’s up to them to upgrade their finance systems. But the decision to automate is quickly being taken out of their hands. Companies that still cling to the processes of the past will soon find themselves left behind, as competitors leverage the new tools that are needed to meet today’s demands. While change may seem intimidating, or feel temporarily uncomfortable, ultimately, it’s crashing into the red that’s going to feel worst of all.

                Learn more at bluesnap.com

                • Digital Payments

                Author

                Antoni Vidiella

                Published

                26 January 2026

                Estimated Read time

                6Mins

                Dr Antoni Vidiella, CSO of Financial Services at Globant, on why the next stage of AI in financial services depends on modernising the legacy systems that still underpin banking and FinTech

                Many financial service institutions are now moving beyond simple automation and exploring how to embed artificial intelligence across every layer of their operations, from payments and compliance to customer engagement. As banks and FinTechs continue this shift, the sector is entering a new phase in which real-time intelligence, connected data and adaptive systems will define competitiveness.

                Yet unlocking this value requires far more than the introduction of new AI tools. To turn data into meaningful business intelligence and to enable new growth models in digital finance, financial institutions must modernise the systems at their core. Without strong foundations, AI cannot scale effectively or operate in a responsible, transparent or secure way. The potential may be vast, but the path to achieving it begins with the fundamentals.

                The Challenge of Legacy Systems

                Like many other industries, financial institutions still rely on architectures that were built decades ago. These systems continue to support essential functions such as payment processing and risk modelling, yet their rigidity and fragmentation severely limit the potential of AI. Information remains scattered across mainframes, cloud platforms and on-premises databases. As a result, the data required to train and operate modern AI systems is often incomplete, inconsistent or inaccessible in real time.

                This fragmentation reflects a deeper structural issue. Many core banking systems were designed around periodic or batch processing. Fraud detection, credit assessment and compliance monitoring therefore remain reactive, even as customer expectations shift toward instantaneous experiences. The consequence is a widening gap between what AI can theoretically deliver and what institutions can achieve with the infrastructure they currently have.

                The scale of adoption shows how urgent this challenge has become. A 2024 study by the Bank of England and the Financial Conduct Authority found that 75 percent of UK financial services firms already use AI, with a further 10 percent planning adoption within the next three years. Yet research in 2025 by Lloyds Banking Group indicates that while institutions are beginning to see gains in productivity and customer experience, many acknowledge that their underlying systems are not ready for the next stage of AI maturity. The ambition is there, but the technical foundations remain uneven.

                Modernisation as the Foundation for Scalable, Trustworthy AI

                Modernisation represents the most significant step institutions can take to prepare for the intelligent financial systems of the future. Moving to cloud-native architectures, adopting microservices and improving data quality all make it possible to activate AI across an organisation rather than in isolated pilots. These shifts also make the resulting systems more secure, more transparent and easier to govern.

                Importantly, modernisation is no longer the slow, resource-intensive process it once was. AI-assisted approaches have transformed what is possible. Automated code analysis, conversion and validation can reduce modernisation timelines dramatically. In one example, more than 11,000 lines of legacy COBOL code were migrated to modern Java services in only 105 hours, a task that would traditionally have taken several months. These advances illustrate how quickly institutions can begin creating the environments required for real-time intelligence.

                The global opportunity reinforces the need for speed. AI adoption in banking is accelerating rapidly, with institutions racing to modernise their systems and unlock new operational efficiencies. Those that move first will capture the earliest benefits and operate with a level of agility that older architectures simply cannot match.

                How Intelligence is Reshaping Payments and Embedded Finance

                Payments provide a clear view of how AI is transforming the financial landscape. As digital transactions grow in both scale and complexity, the industry needs systems that can act instantly and intelligently. AI models can analyse behavioural patterns in real time, reducing false positives in fraud detection and strengthening overall resilience. They can also optimise transaction routing, identifying the most efficient or cost-effective paths in ways legacy systems are not equipped to handle.

                These shifts extend beyond payments. Embedded finance is becoming a central feature of retail, mobility, insurance and platform-based services. As the ecosystem expands, it will rely heavily on AI to offer tailored credit decisions, contextual payments and adaptive insurance coverage. These capabilities require unified, real-time data environments that can only be delivered through modernised core systems. Without this foundation, the benefits of intelligent payments remain out of reach.

                The Essential Role of Responsible Innovation

                As AI takes on a larger role in high-impact financial decisions, responsible innovation becomes a defining priority. Trust must be maintained at every stage of the customer journey. Findings from the Bank of England and the FCA show that 55 percent of AI systems in UK finance involve some form of automated decision-making, though very few operate without human oversight. This balance reflects a clear need for systems that are transparent, explainable and accountable.

                Responsible AI requires more than good intentions. It depends on strong governance frameworks, rigorous monitoring for bias and clear visibility into how decisions are made. It also relies on consistent, well-managed data. Modern cloud-enabled infrastructures make these practices more achievable, allowing institutions to meet regulatory expectations while building customer confidence. Legacy systems, by contrast, make responsible innovation significantly harder to sustain because they lack the transparency and control required for effective oversight.

                How GenAI is Reshaping Operations and Customer Experience

                Generative AI expands the possibilities for transformation even further. In customer engagement, GenAI enables natural, personalised interactions that respond to customer needs in real time. It can simplify onboarding, deliver proactive financial insights and support customers throughout complex journeys without compromising clarity or accuracy.

                Within operations, GenAI reduces the administrative burden that regulatory compliance often creates. It can summarise complex legislation, draft documentation and support audit processes far more efficiently than manual methods. In product development, it helps institutions test new ideas, model risk scenarios and understand customer behaviour more quickly, reducing time to market and increasing innovation capacity.

                However, all these capabilities rely on a consistent and reliable data environment. GenAI cannot deliver meaningful insights if the data underpinning it remains fragmented or outdated. The quality of the output will always reflect the quality of the foundations beneath it.

                Building a Resilient Path to Long-Term Innovation

                Modernisation is frequently described as a technical necessity, yet its impact is far more strategic. Institutions that invest now will be better equipped to integrate new technologies, respond to regulatory changes and develop AI-enabled products with greater precision. They will also be better positioned to enhance the customer experience, which increasingly depends on real-time intelligence and personalised insight.

                Most importantly, modernisation elevates human expertise rather than replacing it. AI supports judgement, strengthens decision-making and frees teams from manual tasks, allowing them to focus on the relationship-building and strategic insight that define successful financial services.

                Creating the Intelligent Financial Institution of the Future

                Financial services are entering a new era shaped by real-time intelligence, interconnected digital journeys and deeply personalised experiences. Achieving this vision requires modern, resilient systems that can support advanced AI and GenAI. Institutions that begin modernising now will lead the next decade of innovation and create financial ecosystems that are more adaptive, more secure and more connected than ever before. The future is intelligent, but it can only be built on strong foundations.

                Learn more at globant.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance

                Author

                Dan Nichols

                Published

                23 January 2026

                Estimated Read time

                8Mins

                Dan Nichols, Chief Technology Officer at virtualDCS, on why cloud resilience in the financial services sector hinges on shared accountability and an assume-breach philosophy

                A powerful catalyst for transformation, the cloud is reshaping how organisations compete in the financial services sector. Beyond significant cost savings and flexibility, leaders are eager to unlock the potential of AI-driven insights, intelligent automation, and real-time business modelling. And, in a space governed so strictly by data sovereignty and privacy policies, the cloud’s ability to localise, encrypt, and control data has made it a key enabler of compliance and customer confidence.

                But as threats become more frequent and sophisticated – with attackers now targeting shared platforms and partner supply chains – organisations can no longer rely on their own defences alone. For true digital resilience, shared accountability, collective readiness, and clear governance across every cloud touchpoint are equally non-negotiable.

                All Eyes on the Money

                The industry sits at a valuable intersection of data, technology, and finance. A combination that makes it uniquely attractive to attackers. It holds some of the world’s most sensitive data, directly underpins the flow of global capital, and operates through deeply complex and interconnected systems. With every integration increasing the risk of exposure. Ultimately, the attack motivation is as simple and relentless as it is in most sectors: monetary gain. Cybercriminals target institutions precisely because of the value at stake and the speed at which disruption translates to loss.

                How the Threat Landscape is Evolving

                Ransomware groups may see insurers and payment providers as high-yield targets. They understand even seconds of downtime can induce multi-million pound losses. Under pressure to protect customer trust and avoid regulatory penalties, some firms may choose to pay in order to restore their service quickly. This dangerous perception only encourages repeat targeting and paves the way for damage to spread even further. Yet it remains a common response tactic among many.

                At the same time, the rise of supply chain and third-party attacks has made it possible for criminals to bypass even the most well-defended cloud environments. By exploiting shared platforms, managed service providers, and cloud-hosted applications, perpetrators can move laterally across multiple organisations at once, amplifying both the reach and impact of their attacks. In other words, infiltrating one vendor’s weakness can cripple an entire network in one carefully coordinated strike. And, since some firms may overlook the cloud’s shared responsibility model – presuming end-to-end security sits solely with their cloud provider – multiple blind spots can inevitably emerge, creating easy openings to exploit.

                In an environment where boundaries blur and dependencies multiply, traditional perimeter-based defences are no longer enough. Hybrid and multi-cloud infrastructures demand continuous visibility, faster detection, and coordinated response across every partner and provider. The goal is not simply to prevent breaches, but to withstand and recover from them collectively. It’s about recognising that in today’s ecosystem, no financial institution is secure in isolation.

                Inside the Ransomware Economy

                Evolving beyond the scattergun attacks of the past, ransomware now operates as a professionalised, profit-driven ecosystem, where malicious actors collaborate, trade intelligence, and lease attack tools much like legitimate software vendors. The rise of ransomware-as-a-service (RaaS) has even lowered the barrier to entry, giving less skilled affiliates access to ready-made payloads and automated encryption kits in exchange for a percentage of the ransom.

                What makes it especially destructive is the precision and psychology behind the attacks. Rather than randomly striking, attackers conduct weeks of reconnaissance – learning behaviours, studying employee hierarchies, and identifying systems most critical to operations. They often infiltrate through phishing emails or compromised credentials, quietly moving laterally through the network to gain elevated access. Once embedded, they disable defences, exfiltrate sensitive data, and target backup repositories before finally encrypting production systems.

                At that point, the goal shifts from technical control to financial coercion. Victims are locked out of their systems and presented with a ransom note demanding payment, sometimes in cryptocurrency, in exchange for a decryption key. Increasingly, the threat includes public exposure of stolen data – a tactic designed to pressure leadership into paying to protect their reputation and customer trust. Even when ransoms are paid, recovery is rarely clean: data may be incomplete, corrupted, or resold on the dark web, and repeat targeting is common once an organisation is identified as a payer.

                It’s this blend of stealth, strategy, and human manipulation that makes ransomware so difficult to defend against. By the time the encryption begins, attackers have already spent weeks ensuring recovery options are limited. This background isn’t designed to scaremonger, but to highlight why resilience must start long before an attack ever reaches the endpoint.

                The Foundations of Ransomware Resilience

                Ransomware resilience isn’t achieved through a single product or policy – it’s the outcome of strategic, technical, and cultural alignment. Financial institutions, in particular, must approach it as a continuous process of readiness: Anticipating compromise, containing impact, and restoring normality quickly and transparently:

                Assume-Breach Philosophy

                The first step is shifting from a defensive mindset to an assume-breach philosophy. In practice, this means recognising that even the most sophisticated systems can and will be breached – and building architectures and response strategies designed to limit damage when this happens. It’s a pragmatic approach, grounded in the reality that attackers are increasingly sector agnostic. No organisation is too small or too secure to be targeted, but the financial sector remains a favourite because it offers both high disruption value and potentially significant monetary reward.

                Building meaningful resilience, therefore, demands layered defence and disciplined execution. The goal is to slow attackers down at every stage – detecting them early, limiting lateral movement, and ensuring business continuity when systems are disrupted. Behavioural analytics and continuous monitoring can surface and neutralise subtle anomalies that would otherwise go unnoticed – such as phishing, spear phishing, and malware, with email still the number one entry point for ransomware.

                Zero Trust & MFA

                Meanwhile, zero trust policies and multi-factor authentication methods add a second layer of protection, blocking unauthorised access even if credentials are compromised.

                When incidents do occur, a well-practised response framework ensures action is fast and coordinated, minimising disruption across critical systems, with the ability to switch to secure replica environments to keep operations running while remediation takes place. Secure, immutable, air-gapped backups underpin it all, providing a safety net that guarantees recovery can begin from a clean and uncompromised state.

                Human readiness is equally critical. Technology can contain an attack, but only people can recover from one effectively. Regular simulation exercises, incident rehearsals, and cybersecurity awareness training help teams respond calmly and cohesively, transforming response from reactive to instinctive. This operational maturity is reinforced by strong governance. Frameworks such as DORA, NIST, and ISO 27001 provide the structure to align technical teams, compliance leads, and executive decision-makers around shared resilience goals. When combined with skilled practitioners and clear accountability, they embed security into ‘business as usual’ – moving resilience from a strategy to a sustained organisational capability.

                Why Multi-Layered Backup is Critical

                When ransomware strikes, the speed and integrity of data recovery determine whether disruption lasts minutes or days – and whether the impact cascades through wider global markets. As the last and most decisive line of defence when every other control fails, it’s also fundamental to customer trust and compliance. Yet too often, backup is treated as a static safeguard rather than a dynamic resilience layer.

                Since modern ransomware often seeks out and encrypts traditional backups first, a single backup copy or centralised repository is no longer sufficient. True resilience today depends on a multi-layered approach – combining offsite or cloud-diverse storage, immutable data copies that cannot be altered or deleted, and isolated environments to protect against lateral movement.

                How frequently these backups are tested is equally important. Too often, financial institutions only discover weaknesses when recovery is already underway, at which point strategies can’t be magically strengthened, and it becomes a race against the clock to minimise downtime and reputational fallout. Regular, automated recovery testing changes that dynamic. It not only confirms that files can be restored, but provides verifiable assurance that systems come back online in the correct order, data dependencies remain intact, and teams have the muscle memory to act quickly and confidently when the worst happens.

                The Power of Shared Accountability

                In a digital economy so deeply interconnected, no organisation operates in isolation. This is especially true in financial services, where supply chains and service providers form the backbone of day-to-day operations. While this interdependence is a strength in many ways, it also means resilience is no longer defined by how well a single institution can defend itself, but by how effectively every partner in its ecosystem upholds their part of the security chain.

                This is where shared accountability becomes critical. It recognises that cloud providers, managed service partners, and financial institutions each have distinct but complementary roles to play in securing data, systems, and infrastructure. When accountability is clearly defined – and when partners collaborate rather than operate in silos – visibility improves, incident response accelerates, and the risk of systemic failure decreases.

                Shared accountability also extends beyond contractual obligation. It’s about building a culture of collective readiness: sharing intelligence, rehearsing joint incident scenarios, and supporting smaller or less-resourced partners to raise their security baseline. The result is a unified entity capable of anticipating, absorbing, and recovering from disruption together.

                Looking Ahead

                To view cyberattacks as inevitable might seem pessimistic to some, but it’s an unfortunate truth that no amount of investment can eliminate risk entirely. In an era where threats are growing in both scale and sophistication, readiness becomes the true differentiator – particularly in such a high-stakes sector. For financial institutions, that means embedding security into culture, strengthening connections across supply chains, and continually testing their ability to withstand and recover as a united ecosystem. Only then can resilience become a strategic advantage rather than a defensive necessity, and unlock the cloud’s transformative potential with absolute confidence.

                Learn more at virtualcds.co.uk

                • Artificial Intelligence in FinTech
                • Cybersecurity
                • Cybersecurity in FinTech
                • Data & AI
                • InsurTech

                Author

                Emily Nash-Walker

                Published

                22 January 2026

                Estimated Read time

                5Mins

                Emily Nash-Walker, Sr Director of Product Strategy at Tungsten Automation on finding real value for AI across financial services

                The Bank of England has recently sounded the alarm of a potential AI bubble looming. Experts are calling out clear parallels with the dot-com boom, such as over expectations on the tech, huge investment, and limited returns or focus on value addition. In the financial services sector, where innovation and risk are no strangers, the Bank of England’s warning couldn’t be more relevant.

                Since the launch of ChatGPT, financial services and FinTech firms have dedicated unprecedented time and money to AI. From LLMs to predictive analysis and AI Agents. However, underneath the rapid adoption we see, there is rising tension between experimentation and governance.

                Shadow AI

                Many FinTechs and traditional financial services firms are now working on “shadow AI” (internal systems developed without formal oversight, transparency, or risk management), creating a sort of AI “grey market”. This new market offers huge innovation, but without being managed properly, it undermines key governance, and in the fintech space, this means risking consumer data, consumer confidence, and ultimately trust. If left unchecked, this could trigger the industry’s next big credibility crisis and expose them to the next big financial crisis.

                AI Overextension

                AI can have huge transformative effects on financial services and is at the forefront of changing the industry for the better. From fraud detection to customer service automation, there’s no doubt that AI has changed how institutions engage, analyse, and operate for the better.

                But the industry’s eagerness to innovate quickly has led to a familiar problem: overextension. According to MIT research, 95% of GenAI pilots never reach production. Meanwhile, McKinsey estimates that AI technologies could potentially deliver up to $1 trillion of additional value each year if they are implemented effectively. But that is a big “if”.

                Right now, too many organisations are focused on experimentation in isolation, often in siloed AI labs. Where AI tools are being built by small internal teams without full visibility or awareness from compliance or IT departments. Algorithms are being trained on partial or poor-quality data. And models are being deployed without clear documentation of how they make decisions. More than 81% of financial compliance experts are concerned about the accountability and explainability of AI-driven decisions. Fundamentally lacking the accountability and explainability that should underpin AI that drives real, low-risk value for businesses.

                Dangers of the AI Bubble

                If the AI bubble bursts, it won’t be because of the technology. It will be because of how it’s being applied. And the more experiments an organisation invests in without real value being shown, the more they will be exposed to the effects when it pops.

                As the bubble grows, so does “Shadow AI”. The pursuit of innovation across sectors leads to siloed teams investing quickly but often without the right guardrails.

                Shadow AI shows many similarities to the early days of the cloud era, when employees adopted unsanctioned tools to move faster than IT could keep up, leaving organisations fragmented and exposed to risk. Innovation is as essential or even more essential than it has ever been, but this idea of fragmentation is also more of a risk now than it has ever been.

                In financial services, the implications are far more serious than in most industries. Consider the risks if a credit-scoring model built without audit trails begins making biased decisions. Or if a KYC automation tool fails to detect a sanctions breach because it’s running on unvalidated data. And banks built on shadow AI lack the explainability to know, let alone test or assure these models.

                AI Governance

                FinTech success depends on reliability, transparency, and data integrity. Once those foundations erode, rebuilding them becomes far harder than any technical fix. The solution isn’t to slow down innovation. It’s to govern it properly.

                The whole industry needs to move beyond AI experimentation toward governed automation. Integrating AI responsibly into existing workflows, supported by clear oversight, robust data management, and explainable outcomes, has to be the priority.

                Smart businesses are focused on AI for the right reasons. It means focusing on what’s needed, practical and measurable instead of chasing ideas of what you could potentially do. Organisations need to be aware of the hype and focus on systems that deliver compliance, accuracy, and ROI.

                Financial services have always had challengers in the sector pushing boundaries with new tech, and this has never been so true. It’s an industry that has always spent a lot of time focused on hype. But this next phase of innovation, specifically AI adoption, will see winners prioritising something different. Patience, precision, and accountability will win over efficiency, new features, and speed.

                Heeding the Warnings

                As the Bank of England has warned, overinvestment and complacency when it comes to defining and reporting concrete value may be creating a big bubble primed to pop. To prevent or limit exposure, leaders should ask three business-critical questions before plunging more investment into AI:

                • What business problem are we solving?
                • Is our data structured, accurate, and governed?
                • Can we measure the outcome and explain the result?

                If the answer to any of these is uncertain, the risk is also uncertain. The danger with shadow AI is that often the answer to all 3 is opaque and unclear. AI’s potential in financial services remains enormous. But true intelligence doesn’t come from the newest model or the biggest dataset. It comes from disciplined execution.

                When the hype fades, the organisations that endure will be those that integrate AI responsibly, manage data intelligently, and put compliance at the core of innovation.

                As with the dotcom boom and many other technological revolutions, the question isn’t whether AI will reshape the sector; it’s who will still be standing when the dust settles. The difference will come down to who governs their AI with a focus on real value versus those who chase experimental AI without true accountability.

                Learn more at tungstenautomation.com

                • Artificial Intelligence in FinTech

                Author

                Marko Katavic

                Published

                21 January 2026

                Estimated Read time

                4Mins

                Marko Katavic, Director of AI and Decision Intelligence at Moneybox, argues the future of financial services should not aim to replace bureaucratic safety systems with AI, but instead integrate AI to deliver human-level accessibility

                Trust is the foundation and the currency of the financial services industry. When customers hand over their hard earned money, they trust in their chosen provider’s ability to safeguard their finances and help achieve their financial goals. 

                Long before computers came about, the financial services industry built trust and minimised risk through carefully organised processes led by people. A significant amount of bureaucracy, process control and mapping has reduced mistakes for decades. However, as technology has developed, the way the industry interacts with these processes is changing. 

                The Rise of Bureaucracy and Software

                The introduction of computers enabled the financial services industry to scale processes, increase productivity and widen customer pools. This was achieved through structured software mapped to closed deterministic and bureaucratic processes that allowed the industry to reduce errors and increase efficiency by applying the same structured decision-making to lots of customers automatically, rather than having humans make decisions for each individual customer.

                Now we face the rising popularity of AI agents, and effectively integrating these entities into the sensitive systems that were built before them. When applied correctly, they offer immense value, but applied incorrectly, and they risk causing immense harm.

                As we are at the relative start of the AI implementation journey, it is crucial to determine how we take AI tools with such significant decision making capabilities, and safely plug them into our systems now to maintain trust, and more importantly so that they help customers, rather than hinder.

                The Missing Human Layer

                The key to successful AI implementation in the financial services industry is to understand the market gap it can fill. For the last four decades, scaling financial services safely has only been achieved with many layers of bureaucracy – slowing delivery, adding friction, and ultimately limiting who could be served. Furthermore, the human experts who could navigate these bureaucratic complexities and translate it into clear, accessible decisions for customers were few and far between.

                This gap is what modern AI systems can close. AI can act as an intelligent layer in front of the bureaucracy, to help the wider public make smart financial decisions with greater confidence. We must learn from the success of large AI systems, as their approachability and ease of use is what draws customers in at scale.

                However, for AI to fulfill this promise, it must meet the same standards of institutional safety and compliance. This ease of use must be brought to customers safely, meaning we must engineer the very same systems of safety that currently underpin the financial sector, ensuring AI offers accessibility without compromising on trust. 

                Engineering Safe Boundaries

                To achieve this, we have to go beyond integration – we have to engineer clear boundaries between AI and traditional software. We must use AI to deliver an accessible, relatable customer experience, while ensuring it follows the principles built into tested software. This approach is critical because good outcomes only come as a result of managed risk and tested judgement.

                There is significant hype around feeding agents large knowledge bases of policies via Retrieval-Augmented Generation (RAG). While using state-of-the-art models can achieve reasonable, but not perfect, policy concordance for judgement tasks – if the aim is to deliver full flexibility of human interaction to customers at scale, then this protocol is only acceptable for basic customer service, such as issue handling. It falls short when it comes to dealing with the diverse approaches and behaviours customers bring – meaning that errors can only be minimised, not entirely controlled.

                When dealing with nuanced considerations such as investment decisions and judgements that have long-standing consequences, it is better to implement software layers that are interactive with AI for logic checking and generating results, rather than trying to emulate complex decision making principles through predictive language.

                A Recipe for Success 

                Modern AI systems, even when producing the right answer 95% of the time, are making decisions on ‘instinct’. No financial firm would implement a workforce of highly instinctual individuals making critical decisions without bureaucratic control. Therefore, putting AI on the path to make financial decisions without the tried-and-tested software to control logical reasoning is a path to failure.

                The recipe for success in a customer-facing context is clear. Providers should use AI to mimic everyday language and bring a personal dimension to customers at scale, but keep core financial decision-making within the safe domain of tried and tested software and experts. 

                While this may sound simple on paper, achieving a seamless system where everything blends together is the core differentiator between companies that will win customer confidence, and companies that will simply offer ‘cool ‘short-term gimmicks. To close the advice gap, the future of financial services should not aim to replace bureaucratic safety systems with AI, but instead integrate AI to deliver human-level accessibility – while keeping decisioning limited to the domain of purpose-built software.

                Learn more at moneyboxapp.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                Estimated Read time

                2Mins

                New research from myPOS, the European payments provider for small and medium-sized businesses, reveals that Britain’s shift toward tap-to-pay is leaving…

                New research from myPOS, the European payments provider for small and medium-sized businesses, reveals that Britain’s shift toward tap-to-pay is leaving traditional PIN codes behind. As contactless becomes the country’s top payment preference, almost a third of young adults now admit they can’t remember the four digits once central to everyday spending.  

                myPOS data reveals 29% of Gen Z struggle to remember, or have completely forgotten, their PIN. Highlighting how digital-first habits are shaping consumer behaviour. However, it isn’t just younger groups that are feeling the effects. One in five Boomers (20%) say they face the same issue as reliance on physical cards significantly declines. 

                Contactless Payments

                This shift has been driven largely by the dominance of contactless card and mobile payments. Over two-thirds of Brits (69%) say tapping, via card, mobile phone, or smartwatch, is now their primary method of payment. In contrast, just 16% rely mainly on chip and PIN, and only 14% primarily use cash. A further 10 % of Brits now live entirely wallet-free, using only their mobile or smartwatch for day-to-day spending. 

                Convenience-led behaviours are accelerating the decline of PIN usage across the UK. Nearly half of British consumers (47%) say they would happily go completely contactless if it meant shorter queues in shops and venues. Flexibility and convenience (42%) and speed (34%) remain the largest drivers behind the rise of tap-to-pay.  

                “As the UK embraces contactless and mobile payments, it’s clear that the traditional PIN is becoming less central to everyday transactions. Businesses and payment providers should ensure security and convenience go hand-in-hand, while recognising that consumer habits are evolving rapidly.”

                Michael Ault, Country Manager at myPOS UK

                • Digital Payments
                • Fintech & Insurtech
                • Neobanking

                Author

                Jelle van Schaick

                Published

                20 January 2026

                Estimated Read time

                4Mins

                Jelle van Schaick, VP Marketing at Lorum, looks beyond Swift at fixing the correspondent chain to change how global money moves

                SWIFT has become a convenient villain in modern finance. When a cross-border payment takes three days to settle, frustration builds. The blame is almost instinctively placed on the messaging network itself. Vendors promise to replace it with blockchain solutions, and crypto pitch decks often speak evangelically of a world without it. However, focusing on SWIFT hides a much simpler and less glamorous reality regarding international finance. SWIFT is not the problem. The correspondent banking chain is the problem.

                To understand the delay, we need to separate the instruction from the asset. SWIFT is fundamentally a secure messaging network that allows financial institutions to send payment details. However, it does not move money, it does not hold deposits, and it does not determine when funds are released. A SWIFT payment message is simply data. The actual capital resides in nostro and vostro accounts, moving via domestic RTGS systems and local clearing schemes.

                While the SWIFT message travels across the globe in seconds, the delay lives in how each institution along the path manages its own accounts and risk parameters. When a payment stalls, the bottleneck is almost always found in that chain of custody rather than in the wire that carried the instruction. Blaming SWIFT for a delayed settlement is like blaming an email provider because the recipient waited two days to open the message and reply.

                The Hidden Cost of Every “Hop”

                Most cross-border flows continue to rely on the correspondent banking model. In this system, if a bank in one country does not have a direct relationship with a bank in another, the payment must hop through intermediaries. This is not a seamless relay; each step in the sequence adds resistance.

                Every hop adds:

                • another balance sheet to fund
                • another set of compliance checks
                • another set of cut offs, holidays, and local quirks
                • another chance to add margin, fees, or spreads

                This operational drag creates measurable latency. SWIFT’s own data shows that while roughly 90% of payments reach the destination bank within an hour, fewer than half are credited to the end customer’s account in that same timeframe. The delay is not in the transit; it is in the processing queue of the receiving institution.

                Why Banks are Paid to Wait

                If technology is not the primary issue, we must look to economic incentives. The correspondent banks facilitating these flows are typically large universal banks. Their core economic engine is lending and balance sheet management rather than clearing. These institutions earn yield by holding deposits and managing liquidity, not by pushing funds out the door as fast as possible.

                That creates predictable tensions:

                • settlement can be batched or delayed to smooth intraday liquidity
                • funds can sit in internal accounts until windows or limits align
                • risk teams can slow flows when risk appetite tightens

                When operational reality meets these misaligned incentives, the result is a compounding delay that no messaging standard can fix. Legacy cores, manual exceptions, and misaligned time zones all stack delay on top of these economic priorities. Operational teams bounce investigations between institutions through tickets and emails, magnifying the friction. None of this is a feature of SWIFT. It is the consequence of who performs clearing and what their balance sheets optimize for.

                The Case for Unbundling Clearing

                The traditional network is fracturing under this pressure. According to the Bank for International Settlements (BIS), the number of active correspondent banking relationships has declined by over 20% in the last decade. As universal banks retreat from this low-margin utility, a vacuum has opened for specialist infrastructure.

                This helps explain why many fintech projects fail to solve the core issue. Attempts to create new rails often miss the point. If the system still relies on universal banks to hold funds, the underlying friction remains. The critical design question is not how to remove SWIFT, but who should perform institutional clearing and under what incentives.

                A truly effective solution requires a structural shift where clearing is separated from lending. This has paved the way for a new category of infrastructure known as the specialist correspondent. Unlike universal banks, these institutions are designed exclusively for clearing and cash management. We see this model validated by firms like Lorum, which operate as specialist correspondents rather than generalist banks.

                By connecting to local payment rails in multiple markets and providing named account structures, this model allows institutions to work with a single clearing partner rather than managing dozens of bilateral relationships.

                For treasurers, this shift means:

                • local settlement on domestic rails wherever possible
                • a single global view of balances and flows
                • fewer intermediaries and more predictable timelines

                This approach does not replace the messaging layer, as SWIFT already moves messages well. Instead, it redesigns the institutional layer behind those messages. It focuses on the start and end of each payment where custody, timing, and control actually break. Blaming SWIFT is easy because it is visible and old. It is harder, and more useful, to redesign who holds and releases funds. The firm that fixes the correspondent chain changes how global money actually moves.

                Learn more at lorum.com

                • Blockchain & Crypto
                • Digital Payments

                Author

                Dan Brightmore

                Published

                19 January 2026

                Estimated Read time

                4Mins

                Richard Wood, Head of Europe – FI & NBFI at PagoNxt Payments, on the rise of embedded insurance

                As 2026 kicks off executives will once again be asked what moving, what’s shaking, and what will fade away in insurance. But what’s changing fastest in insurance isn’t the product itself, but when, where and how policies are sold. Thanks to the rise of Embedded Insurance, this is now happening at the exact moment a customer commits to a purchase. In its simplest definition, Embedded Insurance combines coverage or protections within the purchase of a product or a service itself, offered in real-time at the point of sale.

                This distribution model offers enormous potential. According to McKinsey, by 2030 around 25% of all personal lines premiums could be purchased via embedded propositions, representing over $700 billion in gross written premiums in property and casualty alone (Source: McKinsey, via Deloitte). Consumers are drawn towards comprehensive, connected solutions rather than standalone products, and it’s this that is making Embedded Insurance such a hot topic in the industry. For perhaps the first time in its history, protection is genuinely being matched with real-world behaviour

                Simply by making coverage easier to purchase, Embedded Insurance is likely to play a key role in helping to close the global insurance protection gap (the gap between economic losses and those that are insured), which has widened over recent years (Source: Swiss Re Group). Equally, traditional insurance has failed to win over younger generations (Source: LIMRA), with many citing a perceived cost, lack of clarity and distrust as reasons they’re not buying. Without reinvention, the insurance industry risks a dramatic contraction from missing out on an entire generation.

                Why Partnerships are Key to Success

                To make purchasing a new policy as convenient and seamless as possible, partnerships that blend platforms, insurers, and service providers into cohesive ecosystems are essential. By definition, no single organisation can control the full journey. Insurers don’t own the digital moments where customers make decisions. Platforms can surface offers at scale, but need regulated partners they can trust.

                Partnerships reshape the economics of insurance. Embedded channels reduce acquisition costs, open new demographics – particularly younger, underinsured consumers – and create conditions for personalised pricing based on real behaviour, not broad assumptions.

                The payment is where any buyer’s intent is clearest, context is richest, and risk is most visible. Insurers can’t reach that moment alone, and platforms can’t underwrite it. Payments providers are the connective tissue. For merchants, payments are where the relationship is strongest. Surface the right protection there and it doesn’t feel like an upsell. Instead, it builds trust, supports conversion, and gives retailers something competitors can’t easily replicate.

                What separates a great payments partner from an average one is the ability to bring clarity, compliance and context to the transaction. That means handling customer authentication cleanly, settling funds quickly and maintaining resilient infrastructure that can cope with real-time flows. It also means surfacing protection responsibly, with transparent consent that removes the ambiguity that deters younger generations.

                Payments partners able to offer real-time validation, cross-border settlement support, and reliable fraud-screening at scale become central to delivering embedded protection that actually works.

                Where Payment-Led Ecosystems will Go Next

                The next phase will see protection woven even deeper into payments infrastructure. Transaction-level insight will enable personalised cover bundles. Cross-border settlement will remove friction from claims in travel and logistics. Real-time rails, meanwhile, will make instant payouts a norm. SEPA Instant will only accelerate this shift. As near-instant euro transfers become standard across Europe, the expectation for equally instant premium collection and claims payment will rise, pushing Embedded Insurance even closer to the transaction.

                Regulators will pay close attention, as they should. Strong governance, transparent consent and clear communication must underpin every embedded journey. Regulation such as PSD2 and the newer DORA framework underline that operational resilience must be designed into every API call, every authorisation step, and every embedded offer.

                As momentum gains, the payment process will be where trust, timing and technology converge. Overtime, protection will be seamless and efficient, but this will not happen in isolation. The next leap forward demands insurance ecosystems are built around the payment itself. This is exactly where insurers, platforms and payment providers will combine their strengths to offer protection that is timely, contextual and genuinely useful.

                Learn more at pagonxt.com

                • Embedded Finance
                • InsurTech

                Author

                Dan Brightmore

                Published

                Estimated Read time

                5Mins

                Michael Ault, Country Manager at integrated payments specialists myPOS, offers strategic advice for SMEs looking to scale through digital transformation and diversification

                Scaling a small business is one of the most rewarding, yet complex journeys for any entrepreneur. While growth brings opportunities for greater reach, higher revenue, and stronger market presence, it also demands foresight, discipline, and the ability to manage risk strategically. Securely integrating new technology is the main obstacle for 47% of SME’s, even though 76% of these businesses intend to expand their IT investment. This underscores a key point of tension, as many businesses want to grow through digital transformation but struggle to do so securely and sustainably.

                The business landscape continues to evolve with changing customer expectations, technology, and economic conditions. For UK SMEs, the key to long-term success lies in achieving growth but also in building resilience. Sustainable scaling comes down to three principles: embracing technology pragmatically, diversifying intelligently, and investing in people and partnerships that strengthen resilience.

                Leveraging Digital Transformation

                Digital transformation is the foundation of business growth, especially for small business. Cloud-based solutions, automation, and data analytics help to streamline operations, reduce inefficiencies, and create better customer experiences. However, transformation must be purposeful, not performative.

                The smartest approach is to scale technology investment incrementally, integrating flexible, modular systems that evolve with business needs. This approach not only lowers risk but also helps ensure digital maturity evolve over time. When SMEs use modular, cloud-based technology, operations run more smoothly and changes can be effectively analysed. Ultimately, resilience is not built through one-time upgrades but through a culture of continuous digital evolution.

                Diversifying Revenue Streams

                Depending on a single product, service, or market leaves a business vulnerable to sudden changes in demand. Diversification, when guided by customer insight and data can turn volatility into opportunity. Expanding into online sales, introducing subscription models, or targeting fresh customer segments can make income streams much more stable and sustainable.

                At myPOS, we know that even simple changes based on data, such as adding additional payment options or tapping into cross-border e-commerce, can help cash flow and protect against market shocks. The goal of technology is to mitigate specific challenges without adding layers of complexity.

                Investing in Employee Development

                Your people are pivotal to your ability to grow as a business; empowered teams are the engine of sustainable scale. A team that feels supported and motivated will bring fresh ideas, adapt to challenges, and push the business forward. Investing in training, mentoring, and development opportunities builds skills that pay back in the form of innovation and improved performance.

                In fast-changing industries, having employees who are confident in learning and adapting can make the difference between struggling through disruption and taking advantage of it. Equally, strong partnerships extend this resilience beyond the organisation. Building resilience at the team level creates resilience for the whole business, so fostering a culture of continuous learning and celebrating employee contributions is key to maintaining motivation.

                Focusing on Financial Health and Flexibility

                Financial resilience underpins sustainable growth. Scaling often requires upfront investment, and without healthy cash flow or reserves, opportunities can be lost. Monitoring income and expenses closely, cutting unnecessary costs, and preparing for seasonal fluctuations gives businesses more control.

                Having flexible financing options, like credit lines, small business loans, or even crowdfunding, provides a level of agility. Instead of being caught off guard by unexpected challenges, businesses with financial flexibility are positioned to respond quickly and strategically.

                Financial management software can make it easier to track performance, spot issues early, and forecast future needs. When you can see your finances in real time, you can make proactive, data-driven decisions instead of waiting for problems to happen. In markets that change quickly, this kind of financial management helps small firms plan with confidence, stay flexible, and establish a stronger base for long-term growth.

                Prioritising Customer Relationships and Feedback

                Your customers are not just buyers; they are advocates, sources of insight, and the foundation of repeat business and brand loyalty. Businesses that scale successfully often place customer relationships at the heart of their strategy by actively gathering feedback, responding quickly to issues, and personalising interactions, which shows customers they are valued.

                This loyalty becomes a form of resilience. In periods of uncertainty, a base of satisfied, returning customers provides more stability than constantly chasing new ones. Successful businesses use CRM tools to track customer preferences and automate follow-ups so no opportunity to strengthen a relationship is missed.

                Building Strategic Partnerships

                Partnerships can accelerate growth while also spreading risk. Working with other businesses, organisations, or influencers can provide access to new audiences, shared expertise, or additional resources. Collaboration can also create opportunities for joint marketing, co-branded initiatives, or innovative product and service offerings.

                In times of uncertainty, strong partnerships act as a support network. By aligning with others who share your values and vision, you create opportunities that are mutually beneficial and more resilient than going it alone. It is important to find partners whose goals and audiences complement your own for the best long-term impact.

                The next stage of small business success will be defined by resilience rather than speed, the ability to adapt, recover, and continue to create value in the fact of uncertainty. For SMEs, this means developing adaptable growth plans that include flexible technology, diverse models and empowered employees.

                Learn more at mypos.com

                • Data & AI
                • Digital Payments
                • Digital Strategy
                • Fintech & Insurtech

                Author

                Dan Brightmore

                Published

                16 January 2026

                Estimated Read time

                5Mins

                Ben Goldin, Founder and CEO of Plumery, explores the key banking trends for 2026 – from fraud and digital assets to stablecoins and AI applications

                As we head into the second half of the decade, several emerging trends will come to the fore in 2026. The interconnectedness among these trends is also noteworthy. Artificial intelligence (AI) and progressive modernisation act as common threads.

                A strong current throughout 2026 is the shift from customer-first banking to human-first banking. This relates to the concept of ethical banking. It focuses on creating financial services that have a positive social and environmental impact. 

                Human-first banking aims to get even closer to the customer by understanding their actual human needs, rather than just consumer needs. For example, a bank should be acting as a coach to improve a customer’s financial health, not solely as an advisor on which products they should buy. Banks can build trust in a digital world through tailored and empathetic interactions, effectively simulating the experience customers formerly had with their personal banker.

                To attain that level of hyper-personalisation, banks will need to be capable of processing vast amounts of transactional data, which can only be accomplished by deploying AI and big data tools. This requirement, in turn, will turbocharge progressive modernisation, another trend that has been bubbling under the surface for the past few years.

                Traditional banks are using progressive modernisation to deal with legacy infrastructure that is not fit for purpose in a digital-first, AI-driven world. Instead of a big bang replacement of core banking systems, which is risky and can take years, banks are creating change from within existing architecture. Banking is leveraging technologies that support a multi-core strategy. With this approach, banks can add new cores for specific products that require greater agility and innovation. Modern cores are necessary for deploying the latest AI and big data tools because they provide a unified, real-time data foundation to deliver hyper-personalisation.

                Fraud Threats

                Fraud will remain a top concern throughout 2026. Adversaries use AI to expand the range of techniques, such as impersonation scams and identity theft, as well as accelerate and scale fraudulent activity.

                According to the UK Finance Half Year Fraud Report 2025, £629.3 million was stolen by criminals in the first six months of this year, and there were 2.09 million confirmed cases across both authorised and unauthorised fraud. Card not present cases rose 22% to 1.65 million and accounted for 58% of all unauthorised fraud losses.

                However, the good news is that there was a 21% increase in prevented card fraud in the first half of 2025. The £682 million which was stopped from being stolen is the highest-ever figure reported.

                To combat fraud, new and improved tools to help banks identify, verify and onboard customers will come to market in 2026. The move away from paper-based identity (ID) and widespread adoption of digital ID will play a key role in the fight against fraud. Hence the UK government’s recently announced plans to roll out a new digital ID scheme.

                In addition, I expect to see a fundamental shift in fraud detection using real-time behavioural analytics, data analytics for proactive risk identification, and other applications of AI and machine learning in this space.

                Digital Assets and Stablecoins

                Digital ID verification is also essential for fighting fraud in the digital assets and stablecoins space. Another hot topic at several banking and payments industry conferences last year.   

                In 2026, digital assets and stablecoins will become much more mainstream. Banks have left the sidelines and are now actively engaged with running pilots. For example, in September a consortium of nine European banks, including CaixaBank, ING and UniCredit, announced an initiative to launch a euro-denominated stablecoin.

                Central banks and regulators are developing a comprehensive agenda for digital assets. Banks will need to blend traditional fiat currencies and assets with their digital counterparts. This trend is also driving a progressive modernisation approach, as legacy core banking systems weren’t designed to manage digital assets, nor do they support moving money via blockchain-based rails. I expect to see more banks looking to deploy a multi-core strategy where digital assets are managed and stored elsewhere, but they can still provide a seamless and unified experience to customers.

                AI

                Last year, I predicted that the industry would adopt a ‘meet-in-the-middle’ approach to AI, with banks beginning to uncover the real value that the technology can deliver. I also predicted consolidation, recalibration and stabilisation in the market.

                GenAI Banking Applications

                My predictions held true, by and large. In 2025, institutions explored what is possible, relevant and achievable within the banking context, then specifically for each individual institution within its legacy architectures and technological environments.

                This trend will evolve into more practical actions and initiatives over the next 12 months to provide greater clarity around where GenAI shines versus where it’s not applicable.

                To gain clarity, it’s important to understand the difference between AI and GenAI. The latter is built on stochastic principles, which uses probability to model systems that appear to vary in a random manner. This means that the same input could potentially generate different outputs – this isn’t acceptable for automated financial operations, which requires much more determinism. Hence, I believe that GenAI will be used chiefly in scenarios where there’s human intervention.

                One area where GenAI is applicable is in conversational applications. For example, banks will begin launching more interactive user interfaces. Customers will be able to interact with the bank as they would a human. Moving beyond simple, frequently asked questions to actual actions.

                GenAI in the Back Office

                Similarly in the back office, banks can leverage GenAI to provide guidance to their employees and accelerate certain tasks. Using the technology to improve efficiency and help staff do more will have a positive impact on customer experience. Processes will take much less time.

                It will also help to bring unbanked segments or non-standard customers, which are difficult and costly to onboard because they require a bespoke assessment, into regulated financial services. Applying GenAI can make the bespoke process much more efficient by providing data-driven insights to support faster and smarter decision-making. This will make it much cheaper to serve these segments. Including smaller and medium-sized enterprises, which will drive financial inclusion and improve customers’ financial health.

                Learn more at plumery.com

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Cybersecurity in FinTech
                • Digital Strategy
                • Fintech & Insurtech
                • InsurTech

                Author

                Dan Brightmore

                Published

                15 January 2026

                Estimated Read time

                3Mins

                Plumery’s AI fabric is future-proofed and designed for use cases beyond today’s horizon

                Plumery, a digital banking development platform for customer-centric banking, has released AI Fabric. It creates an artificial intelligence (AI)-ready foundation for AI-assisted digital banking.

                AI-Ready Digital Banking

                Based on an event-driven data mesh, the new solution gives financial institutions a standardised way to connect AI and generative AI (GenAI) models/agents to banking data. Eliminating the need for bespoke system integrations. AI Fabric moves institutions away from brittle point-to-point architectures towards an event-driven, API-first architecture that scales with innovation.

                Most financial institutions struggle to operationalise AI because their data is fragmented across legacy cores, channels, and point-to-point integrations. Each new AI pilot can require fresh plumbing, security reviews, and governance work, which delays time-to-value and increases risk. In addition, under increasing regulatory pressure, institutions are required to explain, audit, and govern AI decisions. Together, these factors make ad-hoc approaches to AI difficult to scale.

                AI Fabric

                Plumery’s AI Fabric enables institutions to plug in and swap AI capabilities as the ecosystem evolves. It exposes high-quality, domain-oriented banking events and data streams in a consistent, governed, and reusable way. This works across products, channels, and customer journeys. Importantly, the platform separates systems of record from systems of engagement and intelligence. Offering financial institution long-term agility instead of short-lived AI experiments.

                By reducing point-to-point integrations and one-off data pipelines, an institution can lessen operational complexity and technical debt. This makes change cheaper, safer, and more predictable. Additionally, having clear data lineage, ownership, and control makes it easier to explain decisions, manage model risk, and satisfy regulators – reducing compliance friction as AI adoption grows.

                “Financial institutions are clear about what they need from AI. They want real production use cases that improve customer experience and operations, but they will not compromise on governance, security, or control. Our AI Fabric gives them a standard, bank-grade way to allow AI use within their tools and data without rebuilding integrations for every model. The event-driven data mesh architecture improves the process by changing how banking data is produced, shared, and consumed, rather than adding another AI layer on top of fragmented systems.”

                Ben Goldin, Founder and CEO of Plumery

                Why Financial Institutions need an AI Foundation

                In today’s fast-changing world, financial institutions need an AI foundation that absorbs change instead of amplifying it. With AI Fabric, institutions can experiment, deploy, and evolve AI-assisted use cases incrementally without re-architecting every time a model, vendor, or requirement changes.

                Additionally, operational, customer, and risk decisions can be powered by live banking events rather than delayed, batch-based snapshots. This enables AI to assist where it matters most: in-journey, in-context, and in-the-moment.

                Even financial institutions not yet ready to operationalise AI can lay the groundwork today with AI Fabric, ensuring they can move quickly and safely when priorities, budgets, or markets shift.

                About Plumery

                Headquartered in the Netherlands, Plumery’s mission is to empower financial institutions worldwide, regardless of size, to craft distinctive, contemporary, and customer-centric mobile and web experiences.

                Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. This blend has been cultivated through years of experience at start-ups, scale-ups, and established financial institutions, and most notably at globally leading financial technology companies, where they were instrumental in creating disruptive digital banking solutions and platforms that now serve more than 300 banks globally.

                Plumery’s Digital Success Fabric platform provides banks with the foundation for success beyond fast time to market by expediting the development of their digital front ends while significantly cutting costs compared to in-house initiatives or solutions with high total cost of ownership.

                Learn more at plumery.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Neobanking

                Author

                Radi El Haj

                Published

                14 January 2026

                Estimated Read time

                5Mins

                Radi El Haj, CEO of global payments technology leader RS2, argues that while cost-cutting is important, banks are overlooking AI’s biggest opportunity: fuelling growth through hyper-personalisation, predictive analytics, and dynamic pricing, all while staying on the right side of compliance

                In banking, artificial intelligence (AI) is often portrayed as an efficiency force-multiplier: automating back-office tasks, detecting fraud, reducing cost. Yet the bigger prize is less about cost and more about growth: unlocking new revenue streams through data monetisation, hyper-personalisation and dynamic pricing. At RS2, a platform that powers issuing and acquiring across banks and enterprises globally, we see how these possibilities can move from concept to profitable reality.

                Unlocking Transactional Data for Revenue

                Banks sit on rich transactional data – what customers buy, how they spend, when they engage. Historically, this data has helped reduce risk, fight money-laundering or optimise operations. But now it can be used to drive growth. According to an EY overview, AI-powered tools enable banks to personalise services, identify cross-sell opportunities and “potentially boost revenue streams.”

                Consider a bank that analyses a customer’s payment behaviour, identifies recurring patterns (e.g., frequent travel, high hotel spend) and then offers a tailored premium travel card or concierge-style value add. Or a commercial bank that segments SMEs by payment volume and cash-flow profile and monetises by offering dynamic pricing on foreign exchange or supply-chain financing.

                Responsible monetisation demands governance. A recent essay on monetising financial data with AI warns that “you’re sitting on a goldmine of data … but the major caveat is the need to manage risk”. The practical implication: invest in data-quality, maintain strict consent and usage controls, disaggregate personally identifying detail where possible and ensure transparency with customers. As banks move from “can we do this?” to “should we do this?”, the ones that succeed will embed data ethics, consent frameworks and explainability at the core.

                Compliance and Innovation: Building Self-Hosted AI Frameworks

                Growth-facing AI can’t sail past compliance. Banks need to remain within the bounds of regulatory regimes such as GDPR, PSD2 and CCPA. A key enabler is self-hosted or controlled AI infrastructure that allows experimentation without exposing sensitive data to third-party cloud vendors or uncontrolled derivative uses.

                In the UK, the Bank of England notes that the future of AI in financial services demands both innovation and safety – building internal capabilities while contributing to systemic resilience. For banks this means: maintain internal model-hosting (or tightly controlled cloud with data isolation), build a “sandbox to production” pipeline where models are validated for bias, fairness and explainability, and treat regulatory engagement not as a blocker but as a design parameter.

                With this architecture in place, banks can push beyond the cost-centre mindset (fraud detection, operations) into growth-mindset use-cases – real-time decisioning, dynamic pricing, micro-segment product design – all while retaining control over data flows, vendor risk and audit trails.

                Explainable AI: Trust at the Front-Line

                If AI is going to power new revenue models – dynamic offers, predictive cross-sell, hyper-personalised pricing – then customers and regulators alike must trust the outcomes. Enter explainable AI (XAI).

                Explainability isn’t a nice add-on: it’s mandatory when AI touches decisioning that affects consumers (pricing, credit, product eligibility). If a customer is offered a differential rate based on their profile, they are entitled to know (in clear language) why. If a regulator challenges the fairness of an algorithmic decision, the bank must show the decision-tree, the bias mitigation steps and the audit trail of model monitoring.

                As banks deploy AI in growth-facing scenarios, transparency becomes a strategic differentiator: one bank may claim to offer “smarter offers” – another will be able to document that those offers are fair, auditable and compliant. That traceability becomes a selling point when partnering with fintechs, regulators or corporate clients.

                Lessons from Leading Banks: Growth-Not Just Cost-Cutting

                While many banks still emphasise cost-cutting, the story is shifting. For instance, research from FIS shows that banks with a strong data strategy are tying AI investments to revenue outcomes, not just automation.

                In practice, a global bank uses AI-driven cash-flow tools for corporate clients and is now preparing to monetise the service rather than treat it purely as a cost centre. Another major institution, NatWest, has embedded AI in its digital-assistant ecosystem and already reports improved customer engagement metrics and lower servicing costs.

                From the experience at RS2, we see banks and FinTechs that pay attention to platform architecture, data lineage and flexible monetisation workflows succeed faster. The value flows not from a single “AI project” but from embedding AI into the payment rails, product lifecycle, pricing engine and loyalty ecosystem.

                It is noteworthy that banks are not alone here: payments-technology providers like RS2 are collaborating with financial institutions to integrate AI into issuing and acquiring flows, offering a way to turn payments data into behavioural insight, and knowledge into value-added services.

                Bringing it Together

                For banks, the dominant mindset should shift from “AI as efficiency tool” to “AI as growth platform”. That transition requires three foundational capabilities: a clean, consent-driven data ecosystem; an AI infrastructure that balances innovation and control; and an organisational discipline around explainability, governance and monetisation strategy.

                At RS2 we believe that the combination of payments technology, platform mindset and global scale gives us a front-row seat to this shift. The banks that lead in the next five years will be those that embed AI not in margins but in revenue lines – crafting new products, offering dynamic pricing, delivering real-time personalisation and monetising payments data in a responsible manner.

                The future isn’t about AI simply making existing processes cheaper; it is about re-working how banks generate value. If your AI agenda stops at cost-cutting, you’re leaving the biggest opportunities on the table.

                About RS2

                RS2 is a leading global provider of payment technology solutions and processing services, offering a unified approach to managing payments across all channels for banks, integrated software vendors, payment facilitators, independent sales organizations, payment service providers, and businesses worldwide. RS2’s platform stands out as a robust cloud-native solution designed for both issuing and acquiring operations. With its advanced orchestration layer seamlessly integrating all aspects of business operations, clients gain access to comprehensive analytics, reporting tools, and reconciliation features. This empowers businesses to effortlessly expand their global footprint through a single integration, while also gaining valuable insights into payment processes and customer behavior, enhancing operational efficiency, increasing conversion rates, and driving profitability. 

                Learn more at RS2.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance
                • InsurTech

                Author

                Can Taner

                Published

                13 January 2026

                Estimated Read time

                3Mins

                Can Taner, Chief Product Officer at Bitpace, analyses the most important shifts in the crypto and payments landscape

                The crypto industry has entered a phase of unbundling. Instead of one-size-fits-all platforms that try to do everything, businesses are looking to specialised providers that solve real-world problems with focus and precision. This shift defines how leading firms now build products: client-first, agile, and compliance-ready by design.

                Solving Real Problems with Real Products

                The key to building effective crypto payment solutions is understanding what businesses actually need. Payments should help companies operate faster, more efficiently, and at lower cost. Rather than chasing every trend, the focus should be on creating tools that remove friction and add measurable value.

                That’s why many providers now offer modular solutions designed to work seamlessly across industries:

                • Payment gateway – enabling merchants to accept crypto securely, with instant conversion to fiat if needed, reducing volatility risk.
                • Global settlements – allowing businesses to move funds cross-border quickly and cost-effectively, bypassing traditional bottlenecks.
                • API integration –giving partners the tools to embed crypto payment functions directly into their platforms, delivering a frictionless experience for end-users.
                • OTC services –providing access to large-scale crypto trades, executed with discretion, high liquidity, and competitive pricing.

                Each product is tailored to solve a specific pain point. Instead of bundling everything into a rigid system, we focus on flexible modules that businesses can adopt individually or together.

                Agility and Expertise in Product Development

                For providers, being specialised also means being agile. Every client problem requires a different approach, and in-house expertise allows them to respond quickly without compromising quality. From compliance to sales to product development, teams must collaborate to find creative solutions that meet the highest regulatory and technical standards.

                This agility is only possible if they invest in deep domain knowledge. Product and engineering teams that understand the nuances of payments, crypto, and regulation can adapt quickly to market changes while keeping compliance at the core of every decision.

                How to Launch New Products Effectively

                Launching a new product in crypto, or any fast-evolving sector, demands structure and discipline. The most successful teams follow a process that balances creativity with rigour.

                • Start with ideation. Listen closely to client feedback, analyse emerging trends, and identify where the market still falls short. Great products don’t begin with technology, but with a clear problem to solve.
                • Do the research. Test assumptions early, model potential use cases, and validate compliance requirements before writing a single line of code. A strong evidence base prevents costly pivots later.
                • Plan collaboratively. Bring product, legal, compliance, sales, and technology teams together from the outset. Aligning goals across functions ensures that innovation doesn’t come at the expense of security or scalability.
                • Build with resilience in mind. Security, interoperability, and performance should be built into the product from day one, not retrofitted at the end.
                • Test thoroughly. Create safe environments to simulate real-world conditions and identify weaknesses before launch. Testing isn’t just a single step, but an ongoing cycle.
                • Launch deliberately. Roll out in phases, gather user feedback, and support early adopters closely. A careful launch builds trust and sets the stage for sustainable growth.

                Each of these stages is designed to reduce risk, accelerate learning, and maximise long-term value, principles that define successful product development in today’s crypto landscape.

                How Specialisation Wins

                Launching products in crypto is about precision and collaboration. The great unbundling of crypto is rewarding those who specialise, focusing on solutions that solve real business challenges. Specialised providers win because they put the client first. That focus on expertise and flexibility is what defines success in the new era of crypto payments.

                Learn more at bitpace.com

                • Blockchain & Crypto
                • Digital Payments
                • Fintech & Insurtech

                Author

                Mike Southgate

                Published

                12 January 2026

                Estimated Read time

                6Mins

                Mike Southgate, Co-founder of UK-based RegTech firm Ermi, on why artificial intelligence alone cannot replace human judgment in the creation of rules for automated transaction monitoring

                In the drive to modernise and improve financial-crime detection, artificial intelligence (AI) has emerged as a powerful tool. Machine-learning models have the ability to process vast volumes of transactional data, identify patterns invisible to the human eye and flag anomalies at scale.

                But despite these clear benefits, AI on its own cannot deliver the transparency, accountability, or contextual nuance that is needed for effective transaction monitoring. Human judgment (Human In the loop) remains absolutely essential.

                The Autonomy Illusion

                Rising financial crime, advances in laundering typologies and increased regulatory scrutiny, has put financial institutions under pressure to adopt AI-driven anti-money-laundering (AML) systems, with the promise that they will be more effective.

                According to the IICFIP Global Financial Crimes Impact Report 2025, global losses from financial crime exceed US $8 trillion annually, including money laundering losses of between US $800 billion and $2 trillion, fraud losses of over US $5 trillion, and corruption losses around US $3.6 trillion. Yet INTERPOL reports that only one percent of illicit financial flows are ever intercepted, frozen, or recovered.

                Transaction monitoring vendors are increasingly marketing AI-driven AML solutions, claiming that the algorithms are able to autonomously detect suspicious behaviour. But these capabilities are often vastly overstated. Machine-learning models suffer from multiple issues. They are only as effective as the data they are trained on and ensuring accurate (E.g. data relevant to the firm buying the tool) and up to date data is challenging. Not least because financial crime is a moving target. Criminals continually change their tactics, often faster than AI can be retrained. Because the system relies on patterns learned from historical data rather than anticipating new, adaptive strategies, subtle illicit activity, such as transactions that mimic legitimate behaviour, often go undetected. Similarly, data to train an AI must know whether past patterns were truly criminal, which we may not always know.

                Understanding AI’s Shortcomings

                Importantly, the line between criminal and normal behaviour will depend upon the client. Consider a scenario where a high-net-worth individual initiates a series of international transfers. An AI model may flag these transactions purely based on volume or geography. Without contextual understanding for the type of client, the alert is likely to be a false positive. Conversely, a sophisticated money laundering scheme could evade detection entirely by mimicking legitimate behaviour. In both cases, human insight is critical. AI lacks context of clients or in-depth knowledge of  of “normal” business models.

                Opacity is another concern. Many machine-learning systems operate as black boxes, generating alerts without and meaningful explanation. Regulators are increasingly demanding transparency, for example under the EU AI Act and Financial Action Task Force (FATF) guidance on AI in AML (FATF, 2021). Institutions have an obligation to justify why a transaction was flagged (or not), what criteria were used and how decisions align with risk-based approaches.

                Black-box models can also undermine internal governance. Compliance teams need to understand and trust the systems they rely on. And when an alert cannot be traced to a clear rule, confidence is undermined and investigations stall. Over-reliance on automation has the potential to overshadow critical human judgment.

                Human Rule Design with Context

                Effective transaction monitoring must still therefore have human-led contextual rule design. Unlike generic thresholds or static parameters, contextual rules take into account the full spectrum of customer behaviour, business models and risk exposure. Having defined rules will also allow transparency and traceability.

                For example, a transaction exceeding £10,000 may trigger a review in retail banking but is routine in corporate financial operations. Contextual rules enable financial institutions to adapt the detection rule logic based on customer type and risk, transaction purpose, jurisdictional risk and historical patterns.

                Contextual rule design also supports dynamic adaptation, so that systems are able to respond intelligently to changes in a client’s behaviour. For example, if a customer suddenly increases the volume or frequency of cross-border payments, the system evaluates these changes against historical patterns, business type, transaction purpose and associated risk factors. Alerts are then generated only when deviations are statistically or contextually significant, rather than for every fluctuation.

                By incorporating this nuanced understanding, organisations are able to reduce false positives, prioritise genuinely suspicious activity and ensure compliance teams focus on actionable alerts rather than noise.

                Contextual Rules

                Importantly, contextual rules enhance explainability. Each rule can be traced to a specific rationale, for example, regulatory guidance, internal policy, or risk appetite. This strengthens audit readiness and helps with regulatory engagement. Transparency also supports continuous improvement as threats evolve or business priorities shift.

                Financial crime detection is not just a technical challenge and is fundamentally about context. But AI struggles with nuance. It cannot distinguish between a legitimate seasonal spike and a layering attempt, in which illicit funds are moved through multiple accounts or jurisdictions to obscure their origin. It also cannot surmise intent, assess reputational risk, or weigh geopolitical implications, or above all… just be a sceptical compliance officer who doesn’t trust anyone.

                Humans excel at contextual reasoning. They interpret indicators in light of customer behaviour and relationships, market dynamics and regulatory expectations. They ask the right questions, challenge assumptions and escalate concerns when needed. In short, humans bring vital judgment to transaction monitoring.

                An example of this in action: in 2024, a European bank’s AI system flagged 80,000 transactions as “high risk.” Only 0.3 percent proved genuinely suspicious (IICFIP, 2025). Without human review, the bank would have wasted significant time chasing false positives, while potentially missing the subtler patterns of actual illicit activity.

                Augmentation, Not Automation

                The future of transaction monitoring is not about replacing humans but about strengthening them. AI should be used to support decision making by surfacing patterns and anomalies, while humans provide interpretation, oversight and context.

                Forward-thinking financial institutions are getting ready for a regulatory landscape that will demand AI models are explainable and auditable. And by carefully combining machine efficiency with human judgment that organisations will reduce operational risk and strengthen compliance.

                As financial crime grows more sophisticated, our transaction monitoring needs to evolve too. AI is a powerful tool but it is not a panacea. Effective transaction monitoring requires human insight and contextual awareness. Hybrid models that balance automation with human-led rule sets and interpretation will be essential.

                While AI offers unparalleled speed and pattern recognition, it cannot replace the human ability to reason, contextualise and make judgment calls. Human-led transparency, explainability and context are not optional features for effective AML. Organisations that use AI to augment, not replace, human judgment will be best positioned to detect sophisticated threats, maintain regulatory trust and act decisively. In stopping financial crime, trust is essential and trust cannot be automated.

                Learn more at ermitm.com

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Ben Francis

                Published

                9 January 2026

                Estimated Read time

                4Mins

                Ben Francis, Insurance Lead at Risk Ledger, on navigating cyber threats by reinforcing security from the inside out

                Cyber insurance has evolved from a straightforward risk transfer mechanism into an integral component of enterprise risk strategy. As a result, the conversation has shifted beyond simply securing coverage to embracing three foundational elements: transparency in risk exposure, accountability for security measures, and active collaboration throughout the digital ecosystem.

                Rather than asking ‘are you covered?’, the more pertinent question has become ‘can you demonstrate measurable risk reduction?’. Insurers and insureds alike are recognising that what matters now is how well an organisation understands and manages its digital exposure, especially across its extended supply chain. Recent data reveals that 46% of organisations experienced at least two separate supply chain-related cyber incidents in the past year, a clear sign that exposure often lies beyond direct control. 

                From Risk Transfer to Risk Visibility 

                In recent years, the cyber insurance market has matured significantly. Once viewed as a reactive safety net to cushion the financial impact of attacks, it is now becoming a proactive tool for managing and mitigating risk. This shift is partly driven by insurers, who increasingly expect and work with organisations to demonstrate strong security practices and a nuanced understanding of their threat landscape, including risks deep within their digital supply chains; an area where many businesses still fall short.

                At the same time, the industry faces a growing challenge from systemic cyber risk within their portfolios, as many businesses rely on the same cloud providers, payment systems and digital platforms, increasing the chance of a single point of failure. Insurers must gain visibility into how policyholders are connected, not only to suppliers but to each other. Tools and frameworks that map and monitor these interconnections will be essential to avoid underestimating the wider impact of seemingly isolated cyber events.

                Mapping Beyond Third Parties

                It is no secret that cyber attackers often target the weakest link in a supply chain. These are not always direct suppliers, but fourth, fifth or even sixth-tier vendors that have indirect but critical access to systems and data. Unfortunately, many organisations lack visibility beyond their first tier, creating blind spots that attackers can easily exploit. From an insurance perspective, this presents a clear challenge. If an organisation cannot account for who it is connected to, it cannot adequately quantify its risk and neither can its insurer. Mapping these extended connections is more than just a technical exercise; it means actively practiced risk governance and responsibility. Insurers increasingly want to know how their policyholders are identifying and managing indirect dependencies, particularly in sectors like financial services and retail where disruption can ripple across entire markets.

                Collaboration as a Risk Strategy 

                One of the more underappreciated aspects of cyber resilience is the role of peer collaboration. Unlike physical incidents, cyber threats rarely exist in isolation. A single compromised vendor can impact multiple organisations simultaneously, a fact that has been highlighted by high-profile supply chain attacks such as SolarWinds and MOVEit. 

                As a result, businesses need to think beyond their own perimeters and adopt a more collective mindset. This includes building relationships with industry peers, sharing threat intelligence and participating in sector-wide initiatives aimed at improving visibility and preparedness. 

                In highly regulated sectors, such as insurance, this collaboration is increasingly being encouraged by oversight bodies. Frameworks like the Digital Operational Resilience Act (DORA) in the EU and initiatives from the Prudential Regulation Authority (PRA) and the Financial Conduct Authority (FCA) in the UK are pushing for more transparency around third-party risk. In this context, openness is no longer optional; it will be a regulatory expectation. 

                For insurance providers, greater collaboration between policyholders also means better data on emerging threats and more accurate portfolio management. For businesses, it offers a chance to anticipate vulnerabilities that may not yet have hit their own networks but are affecting others in their industry. 

                Proactive Transparency Builds Trust 

                Organisations that take a proactive, transparent approach to cyber risk management are more likely to secure cover and potentially favourable terms, not just in terms of premiums, but also in access to additional services such as forensic support, incident response sources and legal counsel. 

                Demonstrating a mature cyber posture is not about claiming perfection. No organisation is immune to breaches. What insurers are looking for is evidence of a structured approach: the existence of incident response plans, robust governance, effective supply chain risk management, and above all, an honest view of risk. 

                A Shift in Mindset 

                Ultimately, our understanding of cyber insurance must keep evolving. It should not be treated as a simple checkbox exercise, but as a collaborative relationship between insurers and the organisations they support – one built on shared insight, clear communication, and a drive for continuous improvement.

                The organisations best equipped to navigate today’s threats will be those that prioritise transparency. Not only does it lead to stronger protection, but it also builds a culture of accountability that reinforces security from the inside out.

                Learn more at riskledger.com

                • Cybersecurity
                • Cybersecurity in FinTech
                • Digital Strategy
                • Fintech & Insurtech
                • InsurTech

                Author

                Neven Matas

                Published

                Estimated Read time

                5Mins

                Neven Matas, Cybersecurity Team Director EU from Infinum, explores how FinTech companies can turn resilience into a source of innovation and business growth

                FinTech companies are under constant pressure to innovate rapidly while maintaining deep and ongoing trust in their platforms. And as AI becomes embedded into everything from credit decisions to customer support, these pressures are intensifying. The future of digital finance will not just be defined by who deploys the most advanced technology first but by who implements systems that can withstand attack, scale efficiently, and evolve without compromising compliance or customer confidence.

                Resilience cannot be a technical afterthought; it is a strategic requirement for FinTech. Modular platform architectures, responsible AI operations, and proactive security testing are becoming the foundations of sustainable FinTech growth. Together, they define an operating model where compliance supports innovation instead of obstructing it and where trust becomes a true competitive differentiator.

                FinTech Resilience Begins with Architecture

                Many FinTech platforms have evolved as tightly integrated but ultimately separate systems. While these can move quickly at first, they will often struggle under regulatory change, evolving security threats or simply the pressure of scale.

                Modular, API-driven architectures will enable organisations to compartmentalise risk. They also make it easier to upgrade specific services without disrupting the others and adapt to new regulatory obligations without impacting the whole business. Shared platform capabilities, such as identity management, encryption, logging and access control, will give every new product or feature an inherited baseline of good security practice and governance.

                This approach is especially important as operational resilience regulations tighten across global financial services. Requirements around third-party management, continuity planning, and incident reporting demand systems that are secure, observable, and controllable. When resilience is engineered into the platform rather than bolted on, organisations can adapt far more confidently.

                Crucially, modularity accelerates innovation rather than slowing it down. Teams can experiment at the edge without placing core systems at risk. New fraud detection models, customer features or AI-driven services can be deployed, tested and refined in isolation. Resilience, therefore, is not simply about withstanding disruption, it is what allows organisations to safely embrace continuous change.

                Scaling Digital Products Without Tripping Over Compliance

                Digital FinTech products are no longer judged just on usability. They are also evaluated on how transparently they handle data, how well they communicate risk, and whether they meet regulatory expectations across markets. Compliance, which was once seen as a barrier to innovation, is increasingly becoming a fundamental product design input.

                The most resilient organisations will embed regulatory thinking directly into product development from the outset. Rather than treating compliance as a late-stage sign-off, they feed regulatory principles into experience design and system behaviours. Consent flows, audit trails, authentication rules, and data retention logic become part of the product’s core architecture rather than something that has been retrofitted.

                This approach significantly reduces the operational burden of growth. As FinTech companies enter new regions or launch new services, they avoid the potential of costly remediation triggered by regulatory scrutiny. Instead, they operate from consolidated, well-governed platforms that limit the attack surface and simplify oversight, while also limiting duplication. The outcome is a stronger security posture and faster expansion into new markets with clearer trust signals for customers and partners.

                AI as a Trusted Partner Not a Black Box

                AI has rapidly become central to the FinTech value proposition. Real-time fraud detection and automated operational processes, for example, depend on increasingly sophisticated models. However, AI also introduces new risks, including opaque decision-making, potential bias, and heightened regulatory exposure when automated systems influence financial outcomes.

                The strategic shift now is from experimental AI adoption to accountable AI operations. This begins with defining precisely where AI adds value and where human oversight remains essential. High-impact use cases, such as lending decisions, transaction monitoring and identity verification, all need explainability as well as accuracy. Organisations must be able to demonstrate how decisions were reached, what data was used and how bias is monitored over time.

                Clear ownership, review processes, escalation paths, model validation and human-in-the-loop controls will help make large-scale AI deployment viable in a regulated environment.

                AI also has a strong defensive capability. Behavioural anomaly detection, predictive threat monitoring and intelligent authentication systems allow fintech platforms to detect and respond to risk faster than traditional rule-based approaches.

                When used responsibly, AI can strengthen both customer experience and operational resilience.

                Proactive Security Testing as a Continuous Discipline

                Modern FinTech infrastructure assumes exposure. APIs are public, ecosystems are interconnected and supply chains are large and complex. Under these conditions, security based solely on perimeter defences or annual audits is not enough. This means continuous, adversarial testing has become essential for resilient fintech organisations.

                Mature players are moving beyond compliance-driven testing into ongoing penetration assessments, red-team exercises and social-engineering simulations. These practices uncover technical vulnerabilities, as well as weaknesses in response coordination, escalation decision-making and recovery planning. They test the organisation as a living system rather than a collection of isolated applications.

                Integrating security into everyday development is equally critical. Secure coding standards, continuous testing pipelines and regular threat modelling will enable earlier detection of vulnerabilities, when issues are cheaper and easier to resolve. The goal is not to eliminate risk entirely, which is impossible, it is to reduce the time between exposure, detection and response.

                Security as a Growth Enabler

                The reframing of security from cost centre to growth driver is the most significant strategic transformation in FinTech. Having a strong security posture is not just about ticking compliance checkboxes, it is increasingly a prerequisite for partnerships, institutional trust and international expansion.

                Organisations that demonstrate operational resilience, responsible AI governance and proactive security assurance move through due diligence faster. They onboard enterprise clients more easily, integrate with partners with fewer barriers and launch advanced digital services with greater confidence.

                In crowded markets, trust is a commercial advantage.

                From the customer perspective, security and transparency are inseparable from experience. Clear communication around data usage, visible protections and consistent reliability directly impact adoption, retention and loyalty. Resilience becomes part of brand equity.

                Looking ahead, FinTech leaders will not be defined by who adopts new technology first but by who builds systems capable of absorbing disruption, scaling responsibly and evolving continuously. Modular platforms, trustworthy AI and continuous security assurance form the backbone of this.

                Learn more at infinum.com

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech

                Author

                Joe Jordan

                Published

                8 January 2026

                Estimated Read time

                3Mins

                Joe Jordan, co-founder at Adclear, on why FinTechs and other financial organisations need to find equilibrium between content and compliance

                FinProm. It might sound innocent enough. But in reality, these two small syllables represent a mountain of risk for FinTechs, banks, trading platforms and other financial institutions. FinProm, short for financial promotions, is the catch-all term for how finance brands market their products to customers. That means everything from YouTube ads and TfL posters, to in-app nudges and influencer collaborations. Like most things in finance, it’s an area that’s heavily regulated. And, in today’s fast-moving marketing world, it’s something that’s starting to trip companies up. 

                Navigating FinProm

                Just this year, we’ve seen Robinhood fined $26M for regulatory breaches which included failure to properly oversee the influencers plugging their platform. And three UK “finfluencers” recently landed in court for falling foul of FCA FinProm rules. As the fly-wheel of content creation speeds up, fuelled by AI tooling, FinTech brands are facing a high-stakes conundrum: how can they keep pace with modern marketing strategies without running the risk of breaching the litany of rules set by bodies stretching from the FCA to the ASA?

                Currently, fintechs and banks try to stay on the right side of the regulations by running all of their marketing content and promotions through their compliance teams. These experts review each image, video and piece of copy and suggest revisions. In the quest for compliance, this back and forth causes all sorts of friction. It slows down pace, waters down creativity, and burdens both teams with an admin-burden they’d rather do without. 

                The results? A slow marketing process which can’t capitalise on trends, nor tap into the rapid content personalisation and iteration made possible by the AI era. This means less growth and customer acquisition in a highly competitive market. The alternative? Playing fast and loose with compliance procedures in order to maximise marketing output. This might drive sales, but it could also drive firms right into the arms of some unhappy regulators. 

                Decision Time for FinTechs

                This clash of priorities is creating the ultimate stress test for FinTechs and other financial organisations as they seek to find equilibrium between content and compliance in a world which demands more marketing output, delivered faster than ever before. 

                And it’s a stress test they cannot afford to fail. Regulators like the FCA are cracking down and the consequences of enforcement action can be devastating. And, as brands expand to new markets, the risk will only grow as they find themselves having to contend with an expanded set of regulators and rulebooks across the globe. 

                FinTechs can’t bury their heads in the sand on this issue. They must heed the cautionary tales we’ve seen in recent months and reset their FinProm blueprint. The AI-powered age of marketing can’t be capitalised on if it’s supported by old-school compliance processes. Nor can it afford to ignore the very real threat of a regulatory mis-step. To create a truly modern brand that is free to embrace the latest marketing strategies, compliance strategies need to be stepped up and modernised in tandem. Innovation on one side of the FinProm coin must be counter-weighted by innovation on the other.

                FinTechs and finance platforms are used to pushing boundaries and disrupting the status quo. But to enable this to continue safely, effectively and on the right side of the law, the same energy and innovative zeal should now be applied to compliance. Without it, brands will be exposing themselves to risks and costs they likely cannot afford. 

                Learn more at adclear.ai

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech

                Author

                Dan Brightmore

                Published

                7 January 2026

                Estimated Read time

                5Mins

                FinTech Strategy hears from the experts at DeepL, PagerDuty, Bitpace and Pleo who assess the impact of AI, crypto, stablecoins, tokenised payments and more on financial services in 2026

                Looking back at 2025, it was a pivotal year for financial services. The past 12 months have been marked by growing regulatory pressure, publicised outages, and a renewed focus on decentralised finance. In January, the Digital Operational Resilience Act (DORA) officially came into force across the EU, imposing new obligations on banks, insurers, investment firms and their technology providers to better manage ICT risks, report incidents and ensure continuity of operations.

                That regulatory shift has come at a time when real-world failures are under intense scrutiny. A report from the Treasury Committee, prompted by a wave of IT glitches, revealed that nine of the UK’s largest banks and building societies suffered at least 803 hours of unplanned outages between January 2023 and February 2025, equivalent to more than 33 days of downtime. Alongside revision of traditional finance strategy, pro-crypto policy emerging from the US with the new administration has also buoyed investor confidence in newer assets like stablecoins, with the global market slated to hit $500 to $750 billion in coming years.

                These events have reinforced a hard truth across the sector: digital infrastructure is no longer just a supporting pillar, it is mission-critical. Against this backdrop, many firms are now rethinking how they build, monitor and respond to technology risk. In this transformational moment, the voices below outline why 2026 may well become the year financial services firms turn lessons into lasting change, providing predictions about FS in 2026.

                Eduardo Crespo, VP EMEA, PagerDuty:

                “By 2026, financial services firms have turned hard-won lessons from the Treasury’s 2025 outage reports into action. Years of costly downtime and lost trust pushed the industry to rebuild around resilience. Always-on access is non-negotiable. Customers leave if they can’t transact in real time, and regulators are watching. In response, banks are overhauling legacy stacks and embedding AI at the core of incident management.

                “AI isn’t a pilot project anymore, it’s become part of frontline defence. Systems now detect and diagnose disruption before it happens, enabling predictive maintenance and softening the blow of unplanned events. In 2026, resilience is a competitive edge.”

                Anil Oncu, CEO, Bitpace:

                “By 2026, digital assets will no longer be considered emerging. They will be fully embedded in mainstream finance. The shift is accelerating, driven by clearer regulation and stronger institutional participation across the US, UK and Europe. Pro-crypto policy is now the backbone of a global effort to build stablecoin-powered commerce at scale.

                “In the UK, the Bank of England’s decision to allow stablecoin reserves to be held in short-term government debt is a significant signal of confidence. In the US, the GENIUS Act provides long-overdue oversight for dollar-backed tokens and replaces years of ambiguity with a clear path to legitimacy and widespread adoption.

                “As global stablecoin supply moves beyond $300 billion, these digital dollars will support a rapidly increasing share of cross-border transactions. They reduce fees, eliminate settlement friction, and outperform traditional rails in both speed and transparency. At the same time, regulators are finally moving in the right direction. Stablecoins are moving from a speculative tool into a trusted infrastructure layer for modern payments.

                “By 2026, digital assets will no longer sit alongside traditional finance. They will power its next phase of development. Stablecoins, crypto ETFs, and tokenised payments will be used directly within the financial stack and will be part of everyday business and consumer activity worldwide. This is not hype. It is execution, and the market is already moving.”

                Ed Crook, VP Strategy & Operations, DeepL:

                “2026 will be make-or-break for many financial services providers. In a competitive market, the edge goes to providers who adopt useful AI to cut through inefficient workflows. In this sector, where every interaction is highly regulated and reputational risk is acute, businesses need the right tools for the job. This includes data protection, account security, compliance, IT ops and customer service – keeping fundamental lines of communication open and effective. These are all areas where AI is already solving critical problems.

                “AI is fast becoming the connective tissue of international finance, and this trend will continue in 2026, particularly in customer engagement and operational support. Our FS research found that over a third (37%) of client interactions in UK finance already involve AI. Over half (52%) use AI for multilingual translation, the top use case, directly addressing linguistic fragmentation. Moving into the new year, Language AI will be a key practical tool for financial services firms. But these companies first need to iron out their strategy around AI integration. Staff will inevitably look for workarounds if the tools provided don’t meet their needs. This is why companies need to get ahead by providing secure, fit-for-purpose solutions. By building a collaborative approach between IT and frontline teams, and avoiding pitfalls around shadow AI, financial service firms can maintain a unified, strategy approach to AI deployment, protecting against cybersecurity threats, while still realising the full benefits of trusted AI.”

                Jeppe Rindom, CEO and Co-Founder, Pleo:

                “Automation and “agentification” will redefine the fintech landscape. Most of what’s considered operational today will be handled by intelligent systems, from finance ops to customer support. That playing field will level and expectations will rise.

                “To stand out, companies will need to inject identity – the one thing only humans can create. That could be through exceptional product design and user experience, considered use of human touchpoints where emotion and trust matter most, or the depth in which problems are solved for customers, not just how fast they can be solved.

                “As the average becomes automated, greatness will come from creativity, clarity and crafting products and experiences that still feel unmistakably human.”

                The Next 12 Months

                The start of 2026 marks a massive turning point for financial services. After a year defined by renewed pressure on service uptime and improvement, around outages, regulatory pressure and rapid technological acceleration, the industry is now moving from reaction to reinvention.

                In the coming year, we’ll see that firms embedding resilience, embracing intelligent automation and identifying new trends in service provision will lead the pack. The future of finance will hinge on trust, modernisation and operational strength, backed by technology.

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Digital Payments

                Author

                Gareth Richardson

                Published

                6 January 2026

                Estimated Read time

                6Mins

                Gareth Richardson, CEO at Finova, on tackling the challenges that persist in creating a truly inclusive financial system

                Financial inclusion has felt out of reach for too many people. According to the FCA, nearly a million people in the UK remain unbanked, and for those who do have access to financial services, that access isn’t always affordable or designed with their everyday needs in mind.

                The UK is taking steps to address this, including the government’s latest financial inclusion strategy, which puts a welcome spotlight on digital inclusion. As more of life moves online – from paying bills to applying for credit – being digitally connected and being financially included are all packaged together.  But despite huge advances in digital banking, many consumers still find themselves priced out, left behind or navigating services that weren’t built with them in mind.

                So, in a world of instant payments and AI-powered apps, why are so many people still excluded from products that should be available to everyone? With the right technology, these rigid, outdated models can be replaced with services that adapt to customers rather than shutting them out.

                The Hidden Problem with Traditional Pricing Models

                The issue comes down to legacy thinking. Traditional pricing models didn’t grow out of customer needs. They grew out of the way banks organised themselves internally. Products are designed by departments, and those departments are managed according to systems, processes, risk models, and profit lines. The result? Customers were viewed as isolated cases. Our sector missed the bigger picture. We do not see a whole person with a rich and complicated financial life.

                So what’s the solution? It starts with innovation. Cross-product, cloud-based core systems, open banking and AI-driven decisioning tools allow lenders to build a more complete picture of someone’s financial life, including their saving habits, spending patterns and long-term behaviour.

                For example, a seasonal worker whose income rises and falls throughout the year could be penalised if a lender focused on their income profile in the quieter months. A more advanced decisioning tool could make an assessment based on a seasonal worker’s whole annual pattern, providing a fairer and fuller picture of their finances.

                Another solution is a product that automatically adjusts its rates depending on the customer’s day-to-day financial decisions. Here’s how it works: the rates would dynamically evolve in line with the product holder’s behaviour and their changes in liabilities. As a result, people with low credit history learn good financial behaviour and can improve their access to banking services.

                The message is simple. Financial products can be more flexible. They can be truly aligned with the realities of people’s everyday lives. But we must invest in the right technology to make it happen.

                How Can Smarter Pricing Reach the People Who’ve Been missed?

                The fact is that most pricing decisions today still rely on a limited view of a customer’s data. We end up with a situation where lenders are making decisions whether or not to do business with a customer based on information held by a single institution or even a product line.

                But anyone could tell you that such a narrow view isn’t enough to really understand what a person does with their money. We all manage money across several banks, financial apps and credit providers. Some of us save in one place, borrow in another and budget somewhere else entirely.

                Smarter pricing technologies can bring these pieces together in a way that feels more rounded and fair. By using open banking data, behavioural insights, and, soon, digital identity frameworks, lenders can build a richer, fairer view of a customer.

                There’s a longer term benefit, too. Digital identity and federated data models will allow people to securely share verified data across institutions. This gives customers more control over how they’re understood and ensures their financial story doesn’t reset every time they switch providers. It shifts the emphasis from exclusion to inclusion.

                Why Moving Faster Helps People Feel More Included

                Speed might not be the first thing that comes to mind when thinking about financial inclusion, but it matters more than you might expect. When products take months to design, approve and launch, lenders struggle to respond to changing customer needs – particularly for people in vulnerable situations.

                Cloud technology changes everything. Lenders can bring new ideas to market more quickly, test them with real customers and adapt the product spec based on what’s working. We can move beyond static and one-size-fits-all offerings. We can push for cloud-native systems, for a market where products can grow with a customer, rewarding positive behaviour and opening doors to better terms over time.

                The Technologies Shaping A More Inclusive Future

                Of course, a range of new technologies is coming to the market. All could make financial services more inclusive for the average everyday customer. The UK government has recently acknowledged that financial education is very poor, and it is worse in the areas of society that are typically unbanked. Our industry, of course, has known this for some time. UK Finance members have built inroads, with over 145,000 educators across 25,000 schools.

                But the work isn’t quite over. The simple fact is that financial products are hard for people to understand and scary.  AI can help people navigate decisions that once felt overwhelming or confusing. A person applying for credit for the first time, for instance, could use an AI assistant to compare options in plain language. By providing guidance that is both clear and tailored, AI helps people make informed choices without feeling intimidated.

                Next comes digital identity and data portability, which tackle one of the most persistent obstacles to inclusion: lack of verifiable financial history. For people with irregular incomes or those new to the UK, these technologies can make a huge difference. Being able to carry verified financial information securely reduces the need to repeatedly prove financial standing and ensures continuity as customers move between services.

                Finally, modern core banking architectures are laying the foundation for financial services that are flexible and human-centric. By moving away from predefined products, banks can design experiences that truly reflect a customer’s circumstances. This could mean flexible repayment plans that adapt to seasonal income or savings tools that respond to a customer’s habits over time.

                Towards A More Accessible Financial System

                Technology will play a central role in closing the financial inclusion gap in the UK. It can help create services that are easier to access and easier to understand. It’s about products that adapt to people’s lives rather than the other way around. And tools that give individuals the confidence and control they need to manage their money in a digital world.

                The goal is a financial system that works for everyone and where no one is excluded because of outdated systems, incomplete data, or products that simply don’t reflect real life. And it’s in our reach. On the battlefront for financial inclusion, AI and technology can be a force for good. It’s up to our sector to embrace it without overlooking safety or structure.

                Learn more at finova.tech

                • Digital Payments
                • Neobanking

                Author

                Anthony Yeung

                Published

                5 January 2026

                Estimated Read time

                4Mins

                Anthony Yeung, CCO at CoinCover, believes Crypto in 2026 will be defined by consolidation, institutional behaviour and long-overdue usability fixes

                CoinCover Crypto Predictions for 2026

                Prediction 1:

                Crypto is rapidly maturing, driven to a great extent by institutional adoption and regulatory oversight. For that reason, I do not expect the next 12 months to produce the sort of hype cycle we’ve seen in previous years.

                The real story will be consolidation. 2026 will be defined by the industry finally addressing long-standing usability problems. The biggest change will come from how people interact with their wallets. Seed phrases, which have caused years of confusion and unnecessary risk for everyday users, may begin to disappear as MPC wallet architecture moves into the mainstream. This change lowers the likelihood of irreversible mistakes, reduces friction during the user journey and creates a level of reassurance that the industry has struggled to provide until now.

                Retail-facing products will also evolve towards a neobanking style of experience. Kraken’s recent product direction is an early sign of this transition, with cleaner onboarding, more structured recovery paths and interfaces that feel much more like modern banking apps. These improvements support a rise in consumer confidence. However, 2026 is unlikely to deliver a major retail surge. Instead it presents a valuable window for firms to build behind the scenes, improving security, compliance, infrastructure and user experience in preparation for the next growth phase.

                Alongside this, institutions will increase their adoption of privacy networks. These networks allow regulated entities to transact on the blockchain without exposing commercially sensitive information. For banks, asset managers and corporates, this becomes an essential step in using blockchain technology while maintaining confidentiality.

                Overall, 2026 is shaped by practical progress rather than new hype, and by improving the safety and usability of the tools that already exist.

                Prediction 2:

                Retail activity may not surge in 2026, but two areas are set for meaningful growth. The first is stablecoins. The landscape is changing quickly as major consumer technology companies start issuing their own stable-value assets. Klarna is already signalling this shift. This trend marks the beginning of a future where stablecoins sit inside the ecosystems of brands that consumers already trust. Stablecoins begin to operate less like crypto-native assets and more like everyday payment infrastructure.

                The second area of growth is yield. Simplified and regulated yield products are gearing up to become a powerful on-ramp for first-time retail users. With traditional savings accounts offering returns that remain below the rate of inflation, yield products stand out as an attractive alternative. These products are becoming easier to understand and easier to access. For many new users, they may serve as the first practical interaction with digital assets.

                Taken together, these developments shift the behaviour of everyday users. Retail adoption no longer depends on speculative cycles. Instead it is driven by stablecoins embedded in familiar platforms and by yield products that offer a clear financial benefit. Even without a headline retail boom, these trends quietly expand participation and increase confidence in the broader ecosystem.

                Prediction 3 (Market Orientated):

                The market outlook for 2026 will be shaped primarily by institutional behaviour and macroeconomic conditions. As long as the current Trump’s US administration remains broadly supportive of the sector, sentiment across the industry will remain constructive. However, this does not translate into a calm market environment. With institutions now driving the majority of market activity, reactions to geopolitical events, economic data and regulatory signals will be rapid and pronounced. This creates a jittery atmosphere even in periods where the underlying fundamentals remain stable.

                Institutional investors move quickly and often algorithmically. Their responses no longer wait for retail cycles to form. As a result, price movements can feel sharp and frequent even when the long-term outlook remains positive. For crypto companies this creates an unusual opportunity. The year may feel noisy at the surface, but it offers stable political conditions, increasing institutional engagement, growing use of privacy networks and a market that is steadily moving from experimentation towards operational scale.

                In simple terms, 2026 is a year where the strongest companies can make significant progress even if the headlines feel unsettled.

                Find out more at coincover.com

                • Blockchain & Crypto
                • Neobanking

                Author

                Jan Van Hoecke

                Published

                Estimated Read time

                5Mins

                Jan Van Hoecke, VP AI Services at iManage and a highly experienced computer scientist with a passion for technology and problem-solving. on navigating the AI landscape for success in 2026

                The AI landscape faces a number of big shifts in 2026. Agentic AI will undergo a reality check as enterprises discover the gap between marketing hype and actual capabilities, while organisations will go through a mindset change from treating AI hallucinations as crises to managing them, acknowledging the inherent limitations of the technology. There will also be a shift in how data will be structured in AI systems, to help the move from just finding facts (“what”) to understanding reasons (“why”).  Middleware application providers will face new challenges, as those vendors controlling both platforms and data will become more influential. Finally, standardised AI chat interfaces will evolve into smarter, dynamically generated, task-specific user experiences that adapt to immediate needs.  

                Agentic AI Reality Check  

                2026 is the year when agentic AI will get a reality check, as the gap between marketing promises made in 2025 and their actual competencies will become starkly visible. As enterprise adopters share the mixed successes of agentic AI, the market will begin to differentiate between true autonomous agents and the clever workflow wrappers.

                Currently, many products promoted as AI agents are, in reality, rigidly programmed systems that simply follow predefined paths. They cannot independently plan or adapt in real-time to accomplish tasks. The current evolution of AI agents closely resembles the development of autonomous vehicles: early self-driving cars could only maintain lane position by relying strictly on preset instructions, and likewise, today’s AI agents are limited to executing narrowly defined tasks within established workflows. True autonomy, where AI agents can dynamically perform and solve complex problems better than humans and without human intervention, remains, for now, an aspirational goal.

                AI Hallucination Goes from Crisis to Management

                In 2026, the AI hallucination crisis will reach a critical juncture as organisations realise they must learn to coexist with the current fundamentally imperfect technology – until a new technology comes into play that can effectively address the issue. The focus will shift from AI hallucination ‘crisis’ to management.

                As the industry deliberates who carries the liability for AI’s mistakes and inaccuracies – the tool makers or the users – enterprises will stop waiting for vendors to solve the problem and take matters into their own hands. They will adopt a variety of pragmatic risk mitigation strategies – from double and triple-checking work, and enforcing human oversight for high-stakes decisions, to taking hallucination insurance policies.

                Major model builders acknowledge that current foundational LLM technology cannot eliminate hallucinations and ambiguity through incremental improvements alone. New technology is needed. Until then, and perhaps with the realisation that a technological breakthrough is years away, users will start driving the hallucination conversation – both by building systematic defenses within how they use AI, and forcing vendors to accept shared responsibility through better documentation and clearer model limitations.  

                The Next Evolution in AI Data Architecture Lies in a Shift from “What” to “Why”

                There will be a fundamental shift in how data is structured for AI systems, driven by the limitations of current approaches in answering complex questions. While Retrieval Augmented Generation (RAG) has proven effective at locating information and answering “what” questions, it struggles with the deeper “why” and “how” inquiries.

                This limitation stems from RAG’s flat-file architecture, which excels at locating information but fails to capture the complex interconnections and relationships that underpin meaningful understanding and knowledge, especially in specialised domains like legal and professional services information.

                The solution lies in AI-driven autonomous structuring of data. These systems will be better placed (than humans) to reveal critical relationships across multiple data points at scale, also highlighting the contextual dependencies essential for answering the “why” and “how” questions effectively.

                Consequently, in 2026, with machines taking the lead, the method of structuring data will undergo a complete transformation, gradually eliminating the human role in creating structure, to reveal the business-critical interconnections across multiple data points.

                Middleware AI Apps Squeeze

                Given the essential link between data and AI, middleware companies that specialise in building custom applications layered on top of data platforms will begin to get pushed to the margins, forced to compete on niche features – while the core value of data and insight is captured by the platform owners. The true leaders will be those organisations that both own and manage their data, while also offering an AI-powered interface that enables users to interact with their data securely and efficiently, fully leveraging the capabilities of modern AI technology.

                Shift to AI-generated, Task-Oriented User Interfaces

                In 2026, the current traditional vendor-designed, standard AI chat-based user interfaces will transition to dynamically AI-generated task-specific user interfaces that adapt to users’ immediate needs. This represents a fundamental shift from standardised software – for example, where everyone uses identical Microsoft Word or SharePoint interfaces – to personalised, short-term user interfaces that exist only as long as the user requires them for a specific task.

                This transformation will also address the critical pain point that users typically have – i.e, the crushing cognitive load of navigating bloated, feature-rich software. Instead of searching through endless menus in an overstuffed application like Excel, the user will simply state their goal – “Compare the Q3 and Q4 sales figures for our top 5 products and show me a chart” – and the AI will instantly generate a temporary, purpose-built interface – a “micro-app” – solely designed for that one single task.

                In the context of dynamically generated user interfaces, both data storage and the creation of bespoke interfaces will be managed by AI. The AI organisations that will truly lead in providing such bespoke user interface-generating capability are those that possess and control their own data.

                About iManage

                iManage is dedicated to Making Knowledge Work™. Our cloud-native platform is at the centre of the knowledge economy, enabling every organisation to work more productively, collaboratively, and securely. Built on more than 20 years of industry experience, iManage helps leading organisations manage documents and emails more efficiently, protect vital information assets, and leverage knowledge to drive better business outcomes. As your strategic business partner, we employ our award-winning AI-enabled technology, an extensive partner ecosystem, and a customer-centric approach to provide support and guidance you can trust to make knowledge work for you. iManage is relied on by more than one million professionals at 4,000 organisations around the world.

                Learn more at imanage.com

                • Artificial Intelligence in FinTech
                • Data & AI
                • Digital Strategy

                Author

                Sam Kohli

                Published

                18 December 2025

                Estimated Read time

                6Mins

                Sam Kohli, CEO at PAYNT, on the need for continued innovation with biometric payments to enhance trust

                For millions of people, biometric security, or the use of unique personal characteristics such as fingerprints or facial recognition to confirm a person’s identity, has become an everyday process. These technologies are now deeply integrated into a huge variety of activities. From unlocking smartphones to authorising mobile payments. It’s quick, efficient and, compared to many other methods, relatively secure.

                The underlying principles are long established. Fingerprinting can be traced back to around 500 BC, when it was used on clay tablets as a form of signature. In more contemporary terms, by the 1970s and 1980s, biometric systems began appearing in government and defence environments. Although these nascent technologies were expensive and slow.

                Commercial adoption only became viable in the last 30 years or so as computing power increased, when applications were focused on workplace access control rather than payments. The real breakthrough came with smartphone integration. This began with fingerprint sensors on consumer devices, such as Apple’s Touch ID and Face ID, which are now extremely popular.

                A Growing Ecosystem

                A quick glance at the underlying trends reveals just how rapidly the ecosystem is now expanding. According to Juniper Research, for example, by 2028, the total in-store transaction value for biometric payments is expected to reach $1.2 trillion across 46 billion biometric-enabled transactions globally. While that’s already impressive, there is still enormous growth potential.

                The problem is, adoption is starting to outpace trust. A recent study published by the Identity Theft Resource Center (ITRC), revealed that while nearly 90% of respondents had been asked to provide a biometric to verify their identity in the past year, nearly two-thirds expressed serious concerns about doing so. Moreover, 39% went as far as to say that the use of biometrics should be banned for both identity verification and/or recognition.

                So, what can be done to close this trust gap and help ensure biometrics are used across fintechs as a more secure alternative to passwords and PINs? One area that requires more emphasis is consent-based design. Whereby users are given clear and revocable permission regarding how their biometric data is collected, stored, and used.

                In practical terms, a consent-first design could resemble a digital wallet that provides users with clear, active choices regarding the use of biometrics. During setup, biometric authentication is optional and switched off by default. The app explains what data is collected, where it is stored and how to disable it later. During the payment process, all matching occurs locally on the device, rather than in a central database, and independent certification confirms compliance with data protection standards.

                These processes must also be designed so they continue to act in the best interests of users. For example, consent should be viewed as an ongoing decision, rather than a one-time formality. Users must be able to revisit and change biometric permissions at any point and without difficulty. Settings should not be buried under layers of menus and options. They should be readily available so that users understand they are in control at all times.

                Biometric Authentication

                For example, if a user decides they no longer want to use biometric authentication in their payment app, they should be able to switch that functionality off with a single action. In these circumstances, the app immediately reverts to PIN or password authentication, so access isn’t disrupted. At the same time, any biometric templates held on the device are securely deleted.

                If the user chooses to close their account entirely, the deletion workflow should extend to all associated data, so nothing is retained unnecessarily. Users should then receive a notification that their biometric identifiers are no longer stored.

                Even these relatively basic processes can help put users in a much stronger position to understand and control the use of their biometrics. And don’t forget, this isn’t just a nice-to-have; it is increasingly a regulatory requirement issued by the EU and other authorities worldwide. GDPR is a good example, as it classifies biometric data as a special category of data and prohibits processing it unless explicit consent or another lawful basis applies.

                Closing the Trust Gap

                Let’s be in no doubt: trust (or the lack of it) is a real problem across the payments ecosystem. Including those organisations that rely on biometrics. In many current environments, a persistent trust gap, uneven implementation and mixed user experiences show that compliance alone does not guarantee confidence. Better progress now depends on practical execution, clear communication at the point of use, and systems that make data handling visible and auditable. Collectively, these processes can help reassure people that organisations are doing the right thing consistently and for the right reasons.

                As a result, transparency and education are now key to improving confidence, ensuring users understand how their biometric data is protected and how they can stay in control. For many FinTechs, this requires a shift in mindset, where transparency is seen as a core product feature, rather than an afterthought or compliance tick box. With consent first design principles in place, users should be regularly reminded about where their biometric data resides and how to delete it.

                Additionally, regular external audits or certifications help demonstrate accountability and ensure FinTechs operate to recognised standards. Granted, relatively few consumers are likely to study the fine details, but the act of being credibly audited is an important contributor to the way consumers build trust.

                Trust as a Competitive Advantage

                In these circumstances, trust can actually evolve into a competitive advantage. Transparent payment systems and processes will always face fewer adoption barriers, fewer customer complaints and possess stronger reputational resilience in the event of incidents. Ultimately, the more open and consistent the provider, the more users adopt and stay engaged. In markets where penetration is still low, a consent-first design and a focus on trust will reassure users that they will always remain in control of their data. Encouraging increased adoption of newer, seamless payment methods.

                Regardless of how you look at it, the need for change is becoming increasingly urgent. Biometric payments are evolving beyond single-factor models toward richer, multimodal processes that introduce a combination of fingerprints, facial recognition, voice patterns and behavioural signals. As these capabilities mature, they will be applied in a wider variety of payment contexts, ranging from in-store to remote authentication and open banking apps.

                This will only serve to heighten expectations around transparency and user control. In this environment, consent-first design does more than support regulatory compliance; it lays the foundation for future adoption by building systems that are flexible enough to accommodate new biometric methods without compromising user trust. As consumers become more digitally savvy and accustomed to a culture where switching between service providers is relatively easy, building trust in biometrics will contribute significantly to FinTech success.

                Learn more at paynt.com

                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Dan Brightmore

                Published

                Estimated Read time

                5Mins

                Marcin Glogowski, SVP Managing Director for Europe and UK CEO at Marqeta, on empowering businesses in the UK

                FinTechs have long supported consumers, with the modern iteration of consumer innovations beginning in the UK in the early 2000s with the launch of the Faster Payments network in 2005. The first peer-to-peer lending platform started in the same year. And in 2007, the UK became one of the first markets to introduce contactless cards. Small and medium-sized businesses (SMB) lending and payment innovation has paled in comparison.

                SMBs are the backbone of the UK economy, generating an impressive £2.8 trillion in revenue every year. Yet despite their critical role, they remain underserved when it comes to financial support. Only £62.1 billion in business loans were issued in the past year (45 times less than SMBs contribute to annual revenue) highlighting just how difficult it can be for SMBs to access the funding they need to grow. This funding gap limits not only individual businesses but also the wider economy that depends on their success.

                While FinTechs have poured innovation into consumer products, revolutionising everything from budgeting apps to buy now, pay later (BNPL), SMBs have largely been left behind. This is despite the fact that SMB lending represents one of the fastest growing opportunities for financial organisations. 

                A report earlier this year by Boston Consulting Group (BCG) highlights that we are on the cusp of a revolution not dissimilar to the one seen decades ago in mortgages, with technological advancements playing a key role. The demand for more efficient payments, smarter cashflow tools and flexible funding solutions is accelerating. Yet many businesses still find themselves navigating outdated systems and slow, manual processes.

                The issue is not that SMBs do not see the value in modern financial tools. In fact, they are ready to invest. According to our recent Marqeta 2025 State of Payments report 90% of UK SMBs surveyed said they would pay higher upfront costs for tools that deliver long-term savings and efficiency. What SMBs really want is simplicity, speed and control. They are not emotionally invested in payments themselves – they are invested in running their businesses as efficiently as possible.

                A striking finding from the Marqeta report reveals that nearly half (42%) of UK SMB owners still use personal cards to fund business expenses, citing higher credit limits and better rewards as the motivator behind this practice. This reveals an opening for payment solutions to meet businesses with credit solutions that are tailored and personalised to their specific requirements. Smart, data-driven underwriting models that look beyond traditional credit scores and reward businesses.

                The SMB Payments Frontier

                FinTechs have made great strides in improving financial experiences for individuals, but in doing so, may have missed the mark when it comes to understanding the unique needs of business owners. For SMBs, payments are not just a transaction. 

                As Marqeta’s findings highlight, UK SMBs increasingly view payment tools as strategic assets rather than mere utilities. From social commerce trends to rewards programs and digital asset management, businesses are seeking solutions that actively contribute to the growth and efficiency of their organisations. Payment providers that offer real-time, flexible tools that reward customers for their engagement are best positioned to capture this rising demand and untapped potential.

                Payments are the lifeblood of their operations, tied to cashflow, customer experience and long-term growth, with 52% of UK SMBs surveyed, as part of the State of Payment report, viewing payments as a tactical lever helping them streamline expenses, boost operational efficiencies, and free up cash flow. When payments work seamlessly, business owners can focus their energy where it matters most, serving their customers and growing their businesses.

                Beyond payments alone, SMBs are looking for platforms that provide actionable insights and preventative measures that pre-empt major issues. Solutions that anticipate cashflow gaps, suggest repayment plans and automatically identify funding opportunities. The shift from reactive to proactive financial management offers SMBs a market advantage and, critically, represents a new dawn for how fintechs can support their growth.

                Connecting the Dots

                That is why bridging the gap between payments and funding represents such a powerful opportunity. Embedded Finance is already starting to move the needle, allowing SMBs to access credit directly through their payment platforms. This integration can transform payments from a passive process into an active growth driver. Imagine a world where a business processing card payments automatically receives insights into cashflow, credit opportunities or flexible repayment options tailored to its transaction history.

                By combining real-time payment data with intelligent lending models, FinTechs can deliver funding at the point of need, not through laborious processes that may take weeks or months later. This kind of agility can make the difference between a business thriving or merely surviving. It also fosters financial resilience and trust, helping SMBs weather economic fluctuations with greater confidence in their suppliers and improved control.

                Too often, the financial world can feel overly complex and fragmented for small businesses.  Many rely on multiple providers for banking, payments, invoicing and credit, creating a patchwork of tools that rarely communicate effectively. Fintechs now have the opportunity to simplify this landscape by creating connected ecosystems that serve SMBs holistically. The future lies in frictionless experiences that combine payments, insights and lending under one roof.

                Riding the Payments Wave

                For FinTechs, the message is clear. The next wave of financial innovation will be about empowering the businesses that keep the UK economy moving. With the right approach, payment platforms can deliver more than convenience. They can provide SMBs with the confidence, agility and financial durability they need to thrive in an uncertain world.

                As SMB payments take flight, the question is not whether the opportunity exists, but whether fintechs are ready to power the future and support businesses as they navigate the new payments frontier.

                Learn more at marqeta.com

                • Digital Payments
                • Embedded Finance

                Author

                Jamil Jiva

                Published

                17 December 2025

                Estimated Read time

                4Mins

                Jamil Jiva, Head of Asset Management at Linedata, on unlocking the benefits of AI for Private Equity

                Private equity has always been a race against time: identify the right opportunity, execute the deal, and drive growth before the next cycle begins. Traditionally, the competitive edge came from sharp analysis and strategic foresight. But today, as competition intensifies and margins for inefficiency vanish, another advantage is emerging: the ability to reclaim time itself.

                Generative AI is the force multiplier behind this shift. It’s becoming an extension of the deal team, capable of accelerating the most time-consuming elements of the investment lifecycle. When applied thoughtfully, AI can unlock what may be the most important metric in modern private equity: Return on Time (ROT).

                ROT measures the hours reclaimed from manual, repetitive work and reinvested in activities that truly drive value. In other words, AI is giving deal teams the gift of time. And in private equity, there may be no greater currency.  

                AI as an Extension of the Deal Team

                Many firms have already taken the first step towards using AI to automate the ‘heavy lift’ tasks that have traditionally slowed teams down. 

                Deal sourcing is where the first savings can be made. Machine learning models trained on past investments, sector trends, and even unstructured data from news and social media are helping teams identify potential opportunities earlier. Sometimes before they even hit the market. Instead of hours spent trawling through databases or reading reports, deal professionals can now focus their energy on strategic decisions and relationship building.

                Once a target is in sight, due diligence becomes the next time-intensive phase ripe for AI optimisation. Generative and analytical AI tools can now extract and classify data from hundreds of pages of financial documents, contracts, and ESG disclosures in minutes rather than days. 

                Post-acquisition, portfolio monitoring is where AI is starting to transform how value creation is managed. Natural language processing (NLP) can scan management reports and board decks to flag anomalies or benchmark performance against similar assets. Instead of manually consolidating metrics from scattered sources, investment teams can access real-time, AI-generated insights via live dashboards, giving them more bandwidth and brain space to focus on value creation.

                At each stage, AI doesn’t replace the expertise of analysts and associates; it amplifies it. By handling the volume and velocity of modern data, AI helps firms make faster, better-informed decisions. The kind that can define fund performance.

                Measuring ROT

                In an industry where success is often quantified in basis points, ‘return on time’ may sound abstract (almost as abstract as the concept of time itself). But it’s quickly becoming a very real and measurable advantage.

                Every hour a deal professional spends wrangling data or formatting reports is an hour not spent nurturing relationships or driving portfolio performance. AI can convert those reclaimed hours into strategic capacity.

                For example, a mid-market firm that uses AI to automate quarterly portfolio reporting might save its operations team 15 hours per company per cycle. Across a 30-asset portfolio, that’s over 1,800 hours annually. That’s the equivalent of adding a full-time team member, without increasing headcount.

                More importantly, the quality of those hours improves. Teams can reallocate time to higher-value activities, like mentoring junior talent, exploring new sectors, or deepening engagement with portfolio executives. In private equity, where speed and insight often determine who wins a deal or exits successfully, that time dividend can compound dramatically.

                Scaling with Governance and Buy-In

                While the business case is clear, scaling AI across investment teams is littered with challenges. Sensitive financial and portfolio data demand strong governance frameworks, especially as regulations such as the EU Data Act tighten the rules around data privacy and AI accountability.

                Equally important is cultural buy-in. Starting small is the surest way to build trust and momentum, focusing on high-friction areas like due diligence and fragmented data workflows to deliver quick wins and tangible results. Clear communication is vital, but nothing reinforces confidence like seeing fast, impactful outcomes firsthand.

                The most successful adopters recognise that AI implementation is an organisational shift that impacts far more than just IT. Analysts, partners, and operating teams all need to understand how AI supports, not substitutes, their expertise. Training programs and visible leadership support are essential to make the change stick.

                Firms that neglect the human side of transformation risk underutilising their tools or facing quiet resistance from teams that don’t trust or understand the outputs. In contrast, firms that invest in cultural alignment often see adoption take flight organically, as teams begin to experience benefits they can see in their daily work.

                The Gift of Time

                AI’s impact on private equity will not be measured solely by reduced costs or faster workflows, but by the strategic capacity it returns to teams.

                From there, the benefits become both quantitative and qualitative. As critical KPIs see an uplift, so too will more holistic metrics like decision-making confidence, analyst satisfaction, and internal adoption rates. In an industry built on the efficient use of capital, time remains the most precious and finite resource of all. Measuring and maximising Return on Time could be the differentiator that marks the next step up in private equity performance.

                Learn more at linedata.com

                • Artificial Intelligence in FinTech
                • InsurTech

                Author

                Dan Brightmore

                Published

                16 December 2025

                Estimated Read time

                6Mins

                FinTech Connect was a crossroads for strategy and execution. Global banks, FinTech challengers, regulators and investors gathered to define 2026 priorities, debate operational challenges and benchmark technology roadmaps.

                A Decade of Fintech Innovation

                FinTech Connect marked its 10th anniversary at ExCeL London. Drawing 5,000+ industry professionals, 140+ speakers and 100+ exhibitors to explore banking, payments, compliance, digital transformation and blockchain innovation. The co-location with Tokenize: LDN brought deeper coverage of tokenisation and digital-asset infrastructure alongside core FinTech topics.

                AI in Fintech: From Vision to Practice

                A theme threaded through almost every theatre was AI adoption in financial services. But unlike earlier years’ speculative hype, this edition focused on practical deployment and risk management.

                One standout panel, “GenAI That Customers Can Trust: The One Zero Digital Banker Story,” shared how One Zero built responsible generative AI features tailored for banking workflows, emphasising transparency and user trust. Industry leaders underscored that explainability, governance and compliance are no longer optional in enterprise AI.

                A direct follow-on session, “How Do We Make AI Responsible in Practice?”, featured Rajeev Chakraborty from the Home Office discussing model governance and ethical safeguards for operational AI—an area rapidly becoming central to CIO and risk officer agendas.

                Across both days, panels also explored how AI can reduce backlog in financial institutions, with Santander UK’s Head of AI demonstrating measurable impact on operational efficiency, and tackling tech debt at scale—a perennial challenge heightened by the influx of automation projects.

                Key takeaway: AI’s role has shifted from emerging trend to core enterprise infrastructure, but success now hinges on responsible implementation, observable outcomes, and regulatory alignment.

                Digital Transformation & Core Banking Strategies

                Transforming legacy systems was another anchor topic. The Digital Transformation stage hosted robust discussions around neobanks and challenger strategies, with executives from TSB Bank and HSBC highlighting how incumbents are adopting agile ways of working while balancing risk and customer expectations.

                The session “All In on Legacy? Driving Time to Market Without Big-Bang Migrations” resonated with many practitioners: incremental modernisation beats wholesale lift-outs when prioritising stability and customer continuity.

                Another practical highlight, “Engineering Productivity Measurement: Traditional Bank to UK’s Largest Fintech,” narrated the journey of building measurable engineering benchmarks to align business goals and product delivery.

                Key takeaway: Attendees left with a reinforced understanding that successful transformation blends cultural shift, incremental modernization, and strategic tech investment—not hurried replacement of core systems.

                RegTech & Ethical Compliance: Balancing Innovation with Governance

                RegTech, Compliance & Security sessions tackled the tension between rapid innovation and tightening regulatory guardrails—a debate central to fintech scaling.

                A standout session titled “Ethical AI in Regulatory Technology: Balancing Innovation & Compliance” featured voices from governance, compliance and data-ethics functions. Panelists discussed strategies for embedding fairness, bias mitigation and traceability into machine-assisted workflows—a crucial step for institutions deploying automated decisioning.

                Another forward-looking talk, “How Quantum Innovation Will Redefine Regulatory Operations,” examined how future computing paradigms could reshape compliance tooling and data verification—but also stressed the need to prepare today’s infrastructure for tomorrow’s disruptions.

                Key takeaway: Compliance isn’t just a cost centre; speakers argued that robust RegTech can be a competitive advantage, reducing risk while enabling faster scaling.

                PayTech & eCommerce: Securing the Digital Commerce Era

                The PayTech & eCommerce stage delivered insights on securing payment flows and shaping the next wave of commerce innovation.

                In “Emerging Global Tech Trends in Payments & Cash Management,” HSBC’s payment leaders unpacked how real-time rails and open APIs are influencing cross-border flows. Fintech Connect 2025

                The panel “Transforming Payment Security with AI” brought together payment experts and academics to examine fraud detection innovations—AI-enabled risk scoring, adaptive authentication and cooperative intelligence sharing—as a defence against evolving threats. Fintech Connect 2025

                A later session on “Tackling Cyber Threats in a New Era of Digital Payments,” addressed real-time threat detection, third-party risk and securing complex ecosystems, underscoring cybersecurity’s front-and-centre role for digital commerce. Fintech Connect 2025

                Key takeaway: Payments remain fertile ground for innovation, but trust and security are foundational determinants of user adoption and ecosystem resilience.

                Tokenisation & Blockchain: Institutional Pathways Ahead

                The Tokenize: LDN co-located stage brought in robust debate around real-world asset (RWA) tokenization and Web3 infrastructure—not as fringe buzzwords, but as emerging institutional tools.

                Panels like “Bridging the RWA Infrastructure Gap” unpacked regulatory friction points and scaling challenges, highlighting custody risk, compliance complexity and standardisation needs—critical prerequisites to institutional adoption.

                Another session on “Expanding Investment Opportunities With Fractional Ownership” featured cross-sector thought leaders, including Dr Lisa Cameron (MP & Crypto APPG Chair), exploring how tokenised assets can democratise access to traditionally illiquid markets.

                Web3 panels examined trust, privacy and compliance in blockchain ecosystems and navigated the practicalities of smart contracts and decentralised identities—topics that are rapidly gaining traction with enterprise adopters.

                A key session, titled Blockchain and CBDCs: At the Heart of Public Transformation? featured NatWest’s Head of Group Payment Strategy Lee McNabb, EY’s Emerging Tech & Innovation Leader Igor Mikhalev and Joy Adams, COO for Digital Assets at Deutsche Bank. A lively debate chaired by CommerzBank’s Poonam Ahuja examined the pros and cons of digital currencies and the rise of stablecoins.

                Key takeaway: Tokenisation is still nascent, but panels stressed it’s transitioning into a practical institutional infrastructure conversation, with regulatory clarity and integration tooling cited as catalysts for broader uptake.

                Startup Innovation & Demo Highlights

                The Innovation & Start Up stage and Start-Up LaunchPad provided rapid-fire exposure to emerging companies pushing the frontier.

                Live demos included:

                • DaMoney.ai, showcasing AI-guided compliance workflows;
                • Narrative, an AI-native engagement platform for SMEs;
                • Profylr, offering comprehensive consumer duty landscapes analytics;
                • 3AI, demonstrating self-learning investment intelligence models.

                These sessions were among the most interactive parts of the show, with founders directly answering questions on integration, compliance and product-market fit.

                Key takeaway: Startups revealed solutions that dovetail with enterprise needs—especially around AML automation, customer engagement and data orchestration—making them compelling partners for larger financial services buyers.

                Networking, Community & Celebration

                FinTech Connect didn’t just deliver talks; it facilitated dense networking across peer groups, investors, regulators and tech leads. The AI-powered networking app helped attendees pre-book conversations and tailor agendas, turning serendipity into structured discovery.

                The 10th anniversary celebration—complete with drinks, a Christmas Market theme and live entertainment—reinforced the community aspect and capped the event on a high note.

                Conclusion: A Hard-Working Fintech Forum

                FinTech Connect 2025 proved to be more than a conference—it was a strategic inflection point. While technology and vendor showcases were abundant, it was the panel debates and operational talks that delivered the most actionable insight. Attendees departed with:

                • A clearer view of AI adoption roadmaps;
                • Practical frameworks for RegTech and compliance transformation;
                • Nuanced understanding of payments security and real-time rails;
                • Emerging tokenisation playbooks suitable for institutional pilots.

                As FinTech leaders prepare 2026 budgets and technology plans, FinTech Connect has reaffirmed itself as a must-attend forum where strategy, innovation and regulation intersect—and where the next decade of financial services will continue to take shape.

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Events
                • Host Perspectives
                • InsurTech
                • Neobanking

                Author

                Berkley Egenes

                Published

                15 December 2025

                Estimated Read time

                5Mins

                Berkley Egenes, Chief Marketing & Growth Officer at Xsolla, on the future of frictionless payments in gaming and why convenience is king

                From subscriptions to battle passes and in-game marketplaces, today’s video games are just as much about payments as they are about play. But with players now used to lightning-fast experiences, the way money moves in gaming is undergoing a dramatic shift. In this kind of space, one truth stands out: convenience is king.

                In 2025, a slow or clunky payment experience can cost more than just a sale; it can cost a player. As global competition heats up, gaming companies are quickly realising the easier it is for someone to pay, the more likely they are to stay. 

                Players Expect More Than Just Good Gameplay

                Video games have come a long way from cartridges and cash registers. With the rise of mobile gaming, free-to-play models, and digital-first ecosystems, the way people pay and what they pay for has changed completely.

                But something else has changed, too: expectations. Players now want to make purchases without stopping the game. No long card forms, no redirects, no confusing fees. Just a quick tap, swipe, or confirmation, and they’re back in the action. It sounds simple, but delivering that kind of seamless experience is anything but.

                It’s no longer just about offering the right content; it’s about removing every hurdle between a player and their purchase. Whether it’s a new skin, currency top-up, or unlocking extra content, the process has to feel natural, safe, and crucially, fast.

                Speed, Security, and Staying Power

                When payments work well, we barely notice them. However, when they don’t, they stand out for all the wrong reasons.

                In gaming, timing is everything. A player sees an offer in the middle of a boss fight, and they want to buy. Yet if they’re forced to pause, enter details, confirm identities, or troubleshoot errors, the moment is lost. Consequently, the sale disappears, and the player might even give up altogether. 

                Security remains essential, of course. As digital fraud evolves, the challenge is building protections without creating extra friction. Gamers expect secure transactions, but they’re not willing to wait around for them. 

                This is where payments innovation is starting to shine. Tools like tokenised credentials, biometric authentication, and invisible fraud detection are helping strike that delicate balance between trust and convenience. 

                For game developers, reducing payment friction doesn’t just boost conversions; it also builds trust. A smooth first transaction can turn a casual user into a loyal player. It sets the tone for the entire relationship.

                Why Global Games Need Local Solutions

                Gaming is a global industry, but payments are still intensely local. What works for a player in California might not suit someone in Cairo or Jakarta, and this is where games can stumble. 

                Enter Xsolla, a game commerce company that’s quietly powering payment backbones of some of the biggest games worldwide. Xsolla has only one goal: to make it easy for players to pay for the games they love, wherever they are. 

                Xsolla supports 1000+ local payment methods across more than 200 countries and geographies, from mobile wallets in Southeast Asia to cash-based options in Latin America. This means players can use the payment tools they already trust, without currency confusion, hidden fees, or extra friction.

                For developers, it’s a game-changer. Xsolla handles regional taxes, compliance, and localization, making global reach feel simple. The result is that more players complete purchases, higher conversion rates, and greater long-term retention.

                In a global gaming world, going local is no longer optional – it’s essential. 

                Embedded Payments are the New Normal

                Imagine spotting a new item in a game and buying it instantly, without ever leaving the screen. No redirects, no passwords, no second devices, just one click and it’s yours. This is the point of embedded payments, and it’s quickly becoming the gold standard.

                Rather than treating payments as something which only happens outside the game, developers are increasingly building them right into the experience. Whether that’s a virtual wallet, an in-game currency, or a checkout button inside the character menu, the goal is still the same: to make the payment feel like part of the gameplay.

                It’s not just about a better experience for players; it also unlocks new possibilities for game economies. Players can trade items, gift content, or top up in real time, without ever breaking immersion.

                Even more complex technologies like blockchain and NFTs are starting to be embedded in this way. Platforms like Immutable, for example, are working to make digital asset ownership feel as simple as buying a power-up, no crypto know-how required.

                Web Shops: Gaming’s Direct Line to Players

                A growing number of game publishers are launching web shops – standalone sites where players can buy in-game currency, cosmetics, or exclusive offers directly, outside traditional app or platform stores.

                Why? It’s partly about revenue. Many major platforms can charge up to 30% in fees, but developers can offer better prices and keep more of the profits. 

                It’s also about control. Web shops allow for tailored promotions, local pricing, loyalty rewards, and a wider choice of payment methods – all without platform restrictions. But the experience still matters: web shops must be fast, secure, and mobile-friendly to meet modern expectations. 

                As regulations evolve, expect web shops to become a key part of the payment strategy – quietly reshaping how games are monetized beyond the app store.

                The Future of Payments

                Gaming is no longer just about graphics, storylines, or even community. It’s also about experience and that includes how players pay. Get the payment experience right, and you gain more than just revenue. You gain loyalty, trust, and longevity. Get it wrong and players won’t wait around for you to fix it.

                Convenience isn’t just king, it’s the kingdom. In gaming, it might just be the most powerful weapon of all. 

                Learn more at xsolla.com

                • Digital Payments
                • Embedded Finance

                Author

                John Philips

                Published

                12 December 2025

                Estimated Read time

                6Mins

                John Philips, EMEA General Manager at FloQast, on why the secret to happier, more efficient accountants is collaborating with AI – not just using it for menial tasks

                AI is on everyone’s lips right now. But for teams in small- to mid-sized organisations, it can be hard to know how to practically benefit from this huge, potentially world-changing technology. In some ways its benefits are clear and obvious. Processing information at previously unheard-of speeds, automating menial tasks, and removing the need for complex hard-coding from so many of these processes. But in others, it can be hard to channel your usage. Not just feeding your GPT of choice a bunch of scattergun tasks, but truly harnessing the capabilities of artificial intelligence to transform your work.

                With that in mind, we’ve been working on research into this exact issue. In our latest report, The Journey to AI Collaboration, produced in partnership with the University of Georgia, we’ve found that it’s the accountants who actively work and collaborate with AI, rather than simply using it for menial tasks, who see real gains. 

                AI – Good for People, Good for Business

                In this case, we’re defining ‘collaboration’ as ‘actively working with AI in intentional ways to achieve specific tasks and product deliverables related to accounting.’ And by ‘gains’, I don’t just mean what appears at the bottom of their organisations’ balance sheets. I mean benefits that can be seen in the lives of the accountants themselves. They sleep better, feel less burnt out, and report stronger satisfaction with their work. 

                For example, when scored on a ‘burnout scale’ from one to 100, AI collaborators registered only 17.5 compared to non-AI-users on 21.6. Likewise, a majority (52%) of AI collaborators reported feeling well-rested from their sleep, compared to only 18% of non-AI users. 

                Our previous research has shown organisations that improve their employees’ quality of working life and work-life balance tend to see better performance, which in turn supports growth. It’s all a virtuous cycle. So, as companies invest in their stance, they need to ensure it’s based on collaboration, rather than treating it like any other software solution.

                What’s more, accountants and CFOs who collaborate with artificial intelligence are more likely to report being proactive, staying engaged, and having a valuable voice in their roles. They are almost twice as likely to make choices that impact their organisation’s performance and make suggestions for achieving strategic objectives. They are also more likely to have a valuable voice in strategic direction.

                A Barn Door to Aim for

                Only 5–6% of accountants and CFOs have meaningfully integrated AI into their work – yet those are the ones who see the kind of benefits described above. Clearly, this is a bit of a barn door to aim for: the vast majority of accountants aren’t yet collaborating in a truly valuable way with this technology.

                This doesn’t mean AI is a foreign concept in accounting – quite the opposite. We found that 76% of respondents had used it at work. In other words, at the most basic level, it is already well bedded into our industry. But it’s that ‘meaningfully’ word that makes the difference. ‘Using’ AI covers everything from asking it to write or edit an email, to uploading data and asking a non-company-sanctioned generative AI tool to create a summary.

                Of that 76%, less than 10 percent say AI has become integral to their work. Crossing the boundary into integral collaboration rather than simply using a tool requires a qualitatively different approach. It means being intentional and specific about what you’re trying to achieve and should result in being able to complete your work more efficiently – not just differently – with that AI assistance.

                Company-Wide Benefits of AI

                AI collaboration benefits accountants, but it also transforms entire organisations. Employee retention sits at 59% for ‘AI collaborators’ – companies that fold AI into their processes as a partner, rather than an endpoint solution. In general, we found that organisations that support collaboration do better at keeping their high-value staff, have more trust in the results AI models produce, and a clearer vision for the future.

                For instance, we asked respondents to indicate their agreement with five statements on the extent to which their work and profession were important to them and their sense of self. Turning those results into a score out of 100, we found that AI collaborators hit a whopping 83, compared to non-AI users on 62. This seems to indicate a positive feedback loop between intelligent, collaborative use of artificial intelligece and a strong sense of identity with the accounting profession.

                Organisations that support accountant-AI collaboration also see increased productivity. Accountants who collaborate with AI are more likely to report that they have sufficient time to do their work (56%). Accountants in AI-forward organisations also report a lower sense of time pressure (10 points lower) than accountants who use it in a non-integrated way or accountants who do not use AI. These benefits of AI collaboration also help the CFO by making the accounting function easier to operate and freeing up accountants’ time and energy for more strategic tasks.

                A Leadership Lag

                Despite the benefits, there are significant barriers to building effective accountant-AI teams. Most accountants and CFOs do not feel prepared for the transition to AI collaboration, and only a small percentage have a complete vision for the role of artificial intelligence in accounting. While AI’s potential is huge, most leaders don’t have
a plan – only 16% of CFOs have a vision for how it will transform accounting in their organisation.

                Realising the potential of AI collaboration in accounting starts with two steps with which accountants should be familiar. First, organisations need to proactively define roles and responsibilities in relation to AI. Then, with that clarity in place, they need to work on a collaborative, human-AI team tasked with accomplishing certain shared objectives.

                It’s also crucial to work on growing employees’ trust in artificial intelligence. Knowing the roles that AI is designed to play and understanding your role relative to AI is just as important as knowing how your role connects with the role of a co-worker. Accountants who are actively collaborating with AI are also more likely to view it as auditable – which requires a clear sense of what AI is supposed to do and how it should go about those tasks. Likewise, collaborators are 25 points more likely to view AI as explainable – feeling able to explain how it does what it does.

                Making the Most of the New World

                The bottom line of these findings is simple: accountants have made the first move in starting to use AI day-to-day, but the next step is to harness its full abilities in a truly collaborative way. It’s crucial to fold artificial intelligence into accounting processes as a key player, not a standalone tool, fostering greater understanding among employees of who’s responsible for it, what its goals are, how it performs its tasks, and what its goals should be. With that kind of on-boarding, accountants and their companies alike will benefit – unlocking greater efficiency, improved job satisfaction, better work-life balance, and stronger growth.

                Learn more at floqast.com

                • Artificial Intelligence in FinTech

                Author

                Peter Daunton

                Published

                Estimated Read time

                4Mins

                Peter Daunton, Chief Product Officer at Sokin, on why embedded B2B banking has flown under the radar and why that’s about to change

                CFOs are discovering that embedded finance isn’t a feature upgrade, it’s an economic engine. The companies embedding payments, foreign exchange, and financial operations into their platforms aren’t just smoothing workflows. They’re turning cost centres into direct revenue sources. In B2B, where transaction volumes and values dwarf consumer markets, the opportunity is measured in basis points that add up to millions.

                The Fragmented Finance Problem

                Modern B2B commerce runs on surprisingly fragmented financial infrastructure. A typical platform operator juggles multiple payment processors, separate FX providers, standalone reconciliation tools, and disconnected reporting systems. Each integration point adds cost in vendor fees, manual processing, and error correction. More critically, fragmentation destroys visibility. When financial data lives across siloed systems, CFOs can’t see real-time transaction flows. It’s tough to understand true unit economics, or identify margin leakage until month-end reports surface it.

                This complexity has historically been dismissed as “the cost of doing business.” But as platforms have matured and competitive pressure has intensified, CFOs are asking harder questions. Why are we paying multiple vendors to move the same money? Why does reconciliation require a team of three people? And most pointedly: Why are we treating financial flows as overhead when they could be revenue?

                Automation Unlocks the Business Case

                Embedding financial capabilities consolidates fragmented workflows into a single operational layer. The immediate benefit of this is cost reduction. Platforms replacing point solutions with embedded infrastructure typically see reductions in vendor fees. Furthermore, automation of reconciliation and reporting can eliminate entire FTE allocations. Transaction error rates drop dramatically when money movement, FX conversion, and ledger updates happen in a single system rather than requiring manual data shuttling between platforms.

                But cost savings, while compelling, are just the entry point. The strategic opportunity emerges when platforms recognise they’re not just using financial infrastructure, they’re controlling it. And control of financial rails means control of monetisation.

                From Cost Reduction to Revenue Generation

                When a B2B platform embeds payment processing, cross-border transfers, or working capital financing, something fundamental shifts: financial operations become a P&L line. The platform captures value at every transaction touchpoint.

                Payment acceptance generates processing margin, business cards generate interchange, foreign exchange generates spread; all direct revenue that previously went to external processors.

                Beyond transaction fees, embedded finance enables new revenue models. Float on customer balances generates interest income. Automated reconciliation and real-time reporting become premium features. Transaction data – properly anonymised and aggregated – provides market intelligence that’s monetisable through analytics products. Platforms with deep payment data can even offer embedded lending, using transaction history as underwriting data to extend working capital financing at attractive rates.

                Why CFOs are Driving the Conversation

                This economic reality explains why embedded finance discussions have migrated from IT roadmaps to boardroom strategy sessions. CFOs evaluating these integrations aren’t asking “does this improve user experience?”, though it does. They’re asking: “What’s the payback period? How much revenue per transaction? What’s the impact on unit economics?”

                The answers are increasingly favourable. Embedded finance implementations in B2B typically show ROI within 18-24 months, faster than most enterprise software deployments and with better margin profiles. For high-volume platforms, payback can be measured in quarters.

                More strategically, CFOs recognise that embedded finance fundamentally changes competitive positioning. A platform that can offer seamless cross-border payments, instant settlement, and integrated reconciliation isn’t just improving automation for the business, it’s also driving more predictable cash flow on repayments for suppliers or enabling market leading payment terms to customers. And in B2B markets where customer acquisition costs are high and sales cycles are long, retention economics matter enormously.

                The Infrastructure Question

                None of this works if the underlying infrastructure is fragile. B2B transactions involve larger values, more complex approval workflows, and stringent regulatory requirements. Platforms can’t afford the checkout failures or compliance gaps that might be tolerable in consumer contexts.

                This is why successful B2B embedded finance implementations treat infrastructure as a first-order concern, not an afterthought. They’re built on banking-grade rails with redundancy, real-time monitoring, and automated compliance checks. When a $2M cross-border payment needs to clear in 24 hours across multiple regulatory jurisdictions, the system either works flawlessly or it destroys customer trust.

                The platforms winning in embedded B2B finance understand this. They’re not bolting payments onto existing workflows, they’re architecting financial operations as core platform capabilities, with the reliability and visibility their customers’ CFOs demand.

                The Strategic Imperative

                Embedded finance in B2B has moved beyond experimentation. The unit economics are proven, the technology has matured, and customer expectations have shifted. Businesses that treat financial capabilities as strategic infrastructure rather than vendor-managed utilities are seeing both cost structures and revenue models transform.

                For CFOs, the question is no longer whether to embed finance, it’s how quickly they can make it a profit centre.

                Learn more at sokin.com

                • Digital Payments
                • Embedded Finance

                Author

                Lyall Cresswell

                Published

                10 December 2025

                Estimated Read time

                6Mins

                Lyall Cresswell, Founder & CEO, TEG on how integrated payments are unlocking growth for SMEs in the UK’s £170bn transport and logistics sector

                Consumer fintech is booming. From instant payments to embedded finance, digital innovation has transformed how individuals manage money, access credit, and transact with businesses. Yet in B2B markets, embedded finance adoption remains stubbornly low. The question is: why?

                Instant settlement alone doesn’t solve this problem. But when combined with embedded compliance it transforms how fragmented B2B markets operate. This infrastructure enables large enterprises to scale their supplier bases from dozens to thousands while giving SME carriers immediate access to working capital, all without personal financial risk.

                The answer becomes clear when you examine the UK’s £170 billion logistics sector. Employing over 8% of the workforce, it’s a low margin industry ripe for financial innovation, but in reality, highly fragmented with many SME operators. Large operators at the top of the supply chain are simply unable to verify, onboard and manage large networks of suppliers through traditional methods. This creates delays and friction.  I’ve watched this dynamic play out over 25 years building TEG. Smaller operators tell us the same story: ‘I need money now, not next month’. Cash flow isn’t just an inconvenience, it’s existential.

                The barrier isn’t payment speed alone. It’s trust at scale. Integrated payment networks, combining instant settlement with embedded compliance and verification, create the infrastructure that enables these fragmented markets to operate differently.

                Large enterprises don’t limit themselves to a small pool of known suppliers by choice. They do so because onboarding and compliance costs make broader collaboration prohibitively expensive. Each new supplier relationship requires verification of insurance, licensing, VAT status, and payment setup. This friction doesn’t just slow things down, it fundamentally constrains supply chains.

                Recent research we conducted across six leading UK third party logistics providers (3PLs) revealed the scale of this challenge: 83% audit fewer than 10% of their subcontractors annually, and only 33% use eSourcing technology. These aren’t signs of negligence. They’re symptoms of a system where verification and onboarding are simply too resource intensive to scale.

                Traditional payment solutions, from early payment programmes to invoice finance, address cash flow symptoms but miss the fundamental barrier. Without infrastructure to verify and onboard new trading partners confidently, enterprises remain trapped working with familiar suppliers even when capacity constraints or cost pressures demand alternatives. Meanwhile, SME carriers aren’t just delayed in payment, they’re excluded from opportunities entirely.

                This dynamic turns large enterprises into inadvertent gatekeepers, not by choice, but because they lack the infrastructure to safely open their networks. The result is a continuous loop: constrained supplier choice for buyers, limited market access for SMEs, and a fragmented sector unable to collaborate efficiently. The solution requires rethinking the relationship between payments and compliance entirely. Integrated payment networks, embedding compliance verification directly into payment workflows, solve both problems simultaneously.

                Building Trust Infrastructure Through Verified Payment Networks

                The breakthrough comes when payment infrastructure and compliance verification integrate seamlessly. At TEG, we’ve built this through SmartPay’s integration with Trustd, our digital identity verification platform, embedding compliance directly into payment workflows.

                The model is straightforward: carriers are verified once through real time checks of KYC, AML, VAT status, operating licences, and insurance credentials. Once verified, they can transact across the entire network. This “verify once, transact everywhere” approach removes the need for repeated onboarding across different customers or business units.

                The operational impact has been significant: 90% faster invoice processing, 80% fewer supplier queries, with over 1 million invoices paid through the platform in 2025. By year end, the TEG rollout will connect 2,500 customers with 7,500 suppliers, demonstrating adoption at scale across the logistics sector.

                But the real transformation lies in shifting from credit based to transaction based finance models. Many carriers have historically relied on credit cards and overdrafts to bridge cash flow gaps, costly stopgaps that eat into already thin margins. Traditional invoice finance excludes many SMEs because lenders must manage risk without transparency, often retaining portions of invoice value and demanding personal guarantees.

                SmartPay changes this by leveraging verified transaction data to provide instant, non recourse access to full invoice value minus fees. No retention, no personal guarantees, simply immediate working capital based on actual trading activity. This unlocks early payment facilities for carriers who previously had no alternative to expensive short term credit.

                This creates powerful network effects. As more carriers join the verified payment network, enterprises gain confidence to work with a broader supplier base. More suppliers mean better capacity, more competitive pricing, and greater resilience. For SME carriers, verified status opens doors to opportunities previously out of reach.

                Verification Infrastructure and Working Capital Access

                It’s crucial to understand that verified payment networks operate on two distinct but complementary tracks.

                Unlocking working capital addresses the SME challenge. In a sector where margins run as low as 2% and payment cycles stretch to 90 days, liquidity is existential. Without working capital, SMEs can’t hire staff, expand capacity, or invest in growth. They’re forced to choose clients based on payment terms rather than strategic fit.

                Instant settlement delivers immediate access to working capital for wages, fuel, and expansion. The UK Small Business Plan identifies late payments as one of the biggest barriers to SME growth—instant settlement directly addresses this constraint, enabling carriers to accept larger contracts and scale their operations.

                These two tracks reinforce each other. Enterprises gain access to a larger, verified supplier base. SMEs gain both market access and the working capital to serve those opportunities effectively. The result is a more efficient, collaborative market structure.

                The Fragmented Market Opportunity

                While logistics provides the proving ground, this model applies to any fragmented B2B sector where compliance complexity limits collaboration. Construction, facilities management, and professional services all face similar dynamics: thin margins, extended payment terms, high onboarding friction, and SME suppliers excluded from opportunities.

                The key requirement is neutral, collaborative infrastructure that provides a standardised verification model without competing with participants. In sectors where supplier qualification is straightforward, instant payment alone may suffice. But in regulated industries with complex credentialing requirements, verified payment networks become essential infrastructure.

                The value isn’t in handling compliance alone. It’s in creating a trusted, shared layer that all participants can use without concern that the platform itself will compete with them.

                The transformation only occurs when you solve both problems simultaneously: enterprises need neutral, trusted verification infrastructure to expand their networks confidently, and SMEs need instant settlement to operate sustainably within those networks. In fragmented markets where no single player can create industry wide standards, this shared infrastructure becomes essential. Address one without the other, and you’ve solved neither.

                Trusted Collaboration at Scale

                The narrative around embedded B2B finance needs reframing. It’s not about faster payments. It’s about removing the friction that prevents enterprises and suppliers from working together effectively—it’s about enabling trusted collaboration at scale. True transformation happens when payment infrastructure, compliance verification, and transaction transparency operate seamlessly together to unlock cash flow and expand market access for both sides.

                Across TEG’s network of over 9,000 logistics businesses, we’ve seen how verified payment networks can reshape fragmented markets. Large enterprises can finally collaborate with the breadth of suppliers their operations demand. SME carriers can access opportunities and capital previously out of reach. The entire sector operates more efficiently.

                This is the path to unlocking B2B embedded finance adoption: build infrastructure that solves the whole problem. Verify once, transact everywhere, and unlock cashflow. When enterprises can open their networks confidently and SMEs can operate sustainably within them, you create the conditions for genuine market transformation.

                The technology exists. The business case is proven. We’ve demonstrated it works at scale. The question now is which sectors will move first to build the trust infrastructure their markets desperately need.

                Learn more at teg.tech

                • Digital Payments
                • Embedded Finance

                Author

                Alex Mifsud

                Published

                9 December 2025

                Estimated Read time

                5Mins

                Alex Mifsud, CEO and co-founder of Weavr.io, on how embedded finance is the perfect solution for employee retention

                To earn loyalty, stop making your team act like the company’s lender. In the war for talent, few things corrode trust faster than asking employees to bankroll the business they work for. Across the UK and Europe, 42 percent of employees say waiting for expenses harms their financial health, while 36 percent say it affects their mental wellbeing. Behind those percentages are real frustrations: professionals dipping into overdrafts to cover hotel bills, freelancers waiting weeks for per diems that never quite arrive, and finance teams juggling hundreds of delayed claims.

                In Twisted Sifter recently, one worker described waiting a month for reimbursement of a modest $268 business expense – only to receive $84 and “lose all motivation to go the extra mile”. It’s a small story, but it captures a bigger truth: when employees feel the system works against them, they stop believing in the company that designed it.

                The Retention Cost of Reimbursement

                Most businesses don’t connect their expense process with employee retention, yet the link is clear. Work-related stress costs the UK economy £28 billion a year, largely through lost productivity and attrition. Meanwhile, research shows that happier employees drive better results: “Company profits are much higher – and turnover is much lower – when employees feel positive and supported”.

                Reimbursement systems do the opposite. They impose a financial burden on staff, add administrative friction, and create daily reminders that the company’s systems aren’t designed around their needs. According to HR News, UK employees collectively front an estimated £51 billion a year in work-related expenses before being repaid.

                The fallout is predictable: financial anxiety, or even just annoyance, leads to disengagement; disengagement leads to turnover. Replacing a skilled employee can cost up to 1.5 times their annual salary once hiring, onboarding and lost productivity are included. That’s a high price to pay for outdated workflows.

                Where SaaS Platforms Meet the Problem

                Many purpose-built expenses management SaaS platforms have closed the gap and now offer end-to-end expense experiences, but the opportunity extends far beyond the category itself. HR systems that handle onboarding and travel approvals, accounting platforms that oversee budgets, even workforce and travel platforms that coordinate trips all touch the same underlying workflow;  employees spending on behalf of the business.

                A common pattern still emerges when employees need to travel for work, for example. They request trip approvals in one tool, capture receipts in another, and submit claims through a third. Finance teams then reconcile spend manually. Even where processes are digital, they often live in separate tools;  approvals in one place, receipt capture in another, reconciliation elsewhere.

                This fragmentation limits what SaaS platforms can achieve. They automate forms and digitise reports, but the process still ends with an employee waiting for a reimbursement that shouldn’t exist. For product and strategy leaders, this is an opportunity hiding in plain sight: the chance to redesign expense workflows around real-time spending rather than post-hoc repayment.

                Business Travel: The Perfect Illustration

                Corporate travel exposes this inefficiency in its rawest form. Most travel platforms monetise only pre-trip spend – flights, hotels and transfers – leaving meals, taxis and incidentals out of their reach. Yet by 2027, global business travel spending is forecast to reach $1.8 trillion, with a significant share of that occurring during the trip itself.

                It’s also where employees feel the pain most acutely. Travellers frequently use personal cards abroad, juggle currency conversions, photograph receipts on their phones, and then upload them into another system days later. Managers approve after the fact; finance reconciles even later. Three tools, three teams, one frustrated traveller.

                Now imagine that flow redesigned. Pre-approved budgets are assigned before travel, spend happens seamlessly during the trip, and reconciliation is automatic. Employees never pay out of pocket. Finance teams see every transaction as it occurs. The SaaS platform at the centre of this becomes indispensable – not because it automates forms, but because it eliminates friction. For the traveller, it means simplicity. For finance, control. And for the platform, visibility into the full journey, richer data on spend patterns, and incremental revenue from card transactions that flow through its ecosystem.

                The Art of The Possible

                This isn’t about layering FinTech complexity onto software. It’s about simplifying the experience by unifying what should never have been separate: approval, payment and reconciliation. We’ve already seen how embedded finance reshapes customer experience in other industries – e-commerce, ride-hailing, even healthcare. The same logic applies here: when money moves at the speed of the workflow, satisfaction follows.

                For SaaS platforms, the implication is profound. The closer a product gets to the flow of funds, the deeper its integration into the customer’s operations. That’s not just a revenue opportunity;  it’s a retention strategy. Bain & Company describes embedded finance capabilities as “a way for software platforms to become systemically irreplaceable”. Expense management may be where that principle finds its purest expression. Few workflows touch as many people, as often, or with as much potential frustration. Fixing it is not just good UX; it’s good economics.

                For SaaS leaders: A Reframing, Not a Roadmap

                There’s no single architecture for the future of expenses. Each platform,  whether in travel, HR or accounting,  will interpret it differently. The point is to stop digitising the reimbursement process and start designing for prevention, where policy, payment and visibility converge. In practice, that means mapping friction, owning the journey, and measuring how faster, stress-free processes impact satisfaction and retention. When your platform participates directly in how money moves, your relationship with the customer becomes foundational, not functional. The art of the possible here isn’t about FinTech sophistication. It’s about empathy in design.

                Retention and Reputation are Built, not Bought

                Retention isn’t earned through perks or slogans; it’s built into experiences that show respect for people’s time and money. Expense reimbursement may seem trivial, but it’s a daily ritual that shapes how employees feel about their work, and how customers feel about the tools they use. A recent survey found that employees left out of pocket by slow expense reimbursements are significantly less likely to recommend their employer to job-seekers. That makes expense friction not only a retention issue, but a reputational one.

                If the last decade of SaaS was about automating the back office, the next will be about humanising it. When expense workflows are rewired so that approval, payment and reconciliation flow as one, everyone gains: employees, employers and the platforms that serve them. Because when you stop making people act like the company’s lender, they start acting like its advocate.

                Learn more at weavr.io

                • Embedded Finance
                • Neobanking

                Author

                Abdenour Bezzouh

                Published

                8 December 2025

                Estimated Read time

                4Mins

                Abdenour Bezzouh, Chief Technology Officer at myPOS on how AI is revolutionising FinTech from reactive to proactive solutions

                AI is significantly changing the way small and medium-sized businesses manage their finances. In the UK, the number of SMEs adopting AI tools has increased 32-fold between 2022 and 2024. Meanwhile, average spending on AI tools has risen nearly sixfold over the same period. Once seen purely as a tool for automation, AI now plays a much more proactive role. It helps businesses anticipate cash-flow gaps, prevent fraud, and deliver more personalised customer experiences. 

                As the technology becomes more embedded, one question looms large. How do we ensure that automation strengthens, rather than replaces, the human relationships at the core of financial services? The answer lies in designing AI to improve human decision-making. Forward-thinking FinTechs are leveraging AI to build trust, enable inclusion, and prevent issues before they ever reach the customer. This shift, from reactive problem-solving to proactive service delivery, represents one of the most significant evolutions in digital finance.

                At myPOS, we’re focused on designing AI to augment human decision-making, enabling our teams to intervene where empathy, context, or judgement is needed. For example, our AI flags unusual transactions in real-time. But instead of automatically blocking them, it alerts our human teams, who can access the situation and act with the right context.

                From Reactive to Proactive: The New Standard in Trust  

                For decades, financial services have operated reactively: a transaction failed, then a customer called; fraud occurred, then an investigation began. AI makes it possible to reverse that logic. By analysing transactions in real time, algorithms can detect unusual patterns that may signal fraud or technical disruptions. This alllows companies to act before the customer even notices a problem. 

                This proactive approach is becoming central to trust in the FinTech industry, both in the UK and globally. It prevents disruptions, reduces disputes, and allows businesses to run more smoothly. The same principle now applies to onboarding, where document verification and compliance checks that once took days can now be completed in minutes with AI-assisted tools. When technology removes unnecessary friction, users feel more confident that their financial services will ‘just work’. 

                Augmenting, Not replacing, Human Judgement  

                Although AI can process information faster and with more accuracy than any human, it lacks emotional intelligence. In fact, a survey found that nearly 70% of UK consumers say AI chatbots fail to understand emotional cues. While AI can identify anomalies in data, it cannot detect the frustration in a customer’s voice or the urgency behind a small business owner’s request. The future of FinTech clearly depends on improving the speed and accuracy of human decision-making.

                A common mistake organisations make when deploying AI is focusing on the wrong metrics. Success is often measured solely by ‘deflection rates’, or whether a bot resolves an issue without human intervention. This approach overlooks the true indicators of quality service: first-contact resolution, customer trust, and the likelihood that users will recommend the service. Prioritising these outcomes leads to AI supporting meaningful experiences rather than just reducing manual workload.

                Ethics and Transparency  

                As AI becomes a key driver of financial decisions, ethical responsibility must be treated as a core design requirement. The principles of fairness, explainability, and accountability need to underpin every aspect of an AI system, from data collection to deployment.

                For example, transparent decision-making allows customers to understand why a transaction was flagged or a decision made, turning AI into a trust-building tool rather than a black box. At myPOS, for example, every on-device decision is explained and complimented by a ‘request human review’ button. By clicking it, merchants are redirected to a live analyst within two business hours. Crucially, human oversight is needed to interpret AI outputs, make contextual judgments, and intervene when automated systems may misclassify or misrepresent a user’s situation. Ultimately, AI ethics is foundational to trust, which only humans can fully maintain.

                A Smarter Relationship with Customers

                AI’s predictive capabilities are also changing the fundamental nature of customer relationships. Instead of responding to problems, FinTechs can now anticipate them: identifying cash-flow gaps before they occur, suggesting actions to improve financial stability, or alerting users to potential risks early.

                This proactive intelligence significantly enhances trust, shifting interactions from transactional to consultative. It empowers small and medium-sized businesses to make data-driven decisions that once required dedicated financial teams, while freeing human representatives to focus on higher-value conversations – those that demand empathy, judgment, and nuanced understanding.

                Personal, Prediction, and Human  

                The next phase of FinTech innovation will be defined by how seamlessly AI blends automation with personalisation. We’re already seeing the rise of conversational commerce, embedded payments, and tailored financial insights delivered directly at the point of sale. As these capabilities expand, so will expectations around transparency, accountability, and empathy in how AI operates.

                The future of FinTech is smarter, faster and human centric. AI will continue to handle the repetitive and reactive, but people will remain essential for what truly matters: understanding, trust, and connection. When businesses design AI around these core values – fairness, explainability, and empathy – the technology will strengthen the human relationships that keep the financial world moving.

                Learn more at mypos.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Embedded Finance

                Author

                Alessandro De Leonardis

                Published

                5 December 2025

                Estimated Read time

                6Mins

                From banking to alternative funds, modular architecture is the missing link for effective adoption of artificial intelligence, writes Alessandro De Leonardis, CIO of Armundia Group

                The global banking industry is approaching a strategic crossroads – one that will prove expensive for those who choose the wrong direction. Financial institutions stand to lose USD 170 billion in profits over the next decade if they do not adapt rapidly to the evolution of artificial intelligence, according to the McKinsey Global Banking Annual Review 2025. Yet the report’s most provocative insight isn’t about AI itself, but the infrastructure required to leverage it effectively.

                Agentic AI has the potential to reshape banking at its foundations. Early adopters will strengthen long-term advantages, potentially boosting returns on tangible equity by up to four percentage points. On the other hand, laggards face structural declines in profitability. The difference between these outcomes won’t be determined by who adopts AI first, but who has the architectural foundations to implement it effectively. Increasingly, those foundations are modular.

                From Generative to Agentic AI: Revolution not Evolution

                To understand why architecture matters so deeply, we must distinguish between the two paradigms reshaping financial services.

                Generative AI, the star of 2023-24, excels at creating content: automated reports, document summaries, customer-service response, and so on. It is powerful, but fundamentally reactive. GenAI requires human prompts and produces outputs that must still be reviewed and acted upon by humans.

                Agentic AI represents a step-change. These systems combine autonomous reasoning, planning, and execution. They don’t only generate recommendations, they act on them. An Agentic AI system can autonomously manage an entire loan-approval workflow: collecting documents, verifying information, assessing creditworthiness, checking regulatory compliance, and making approval decisions, all without human involvement at each step.

                The impact is already measurable. MIT Technology Review Insights found that 70% of banking leaders are implementing agentic AI through production deployments (16%) or pilot projects (52%). Deloitte reports early adopters achieving 30–50% cost reductions in specific workflows. McKinsey anticipates the emergence of a “disruptive agentic business model” within three to five years, with potential cost reductions of up to 70% in some categories. But the benefits are far from evenly accessible.

                Why Monolithic Architecture are Incompatible with AI

                The uncomfortable truth is that most banks are attempting to deploy twenty-first-century AI on twentieth-century infrastructure. And it doesn’t work.

                Legacy systems still absorb around 60% of banks’ technology budgets, according to a 2024 Bloomberg Intelligence survey. These monolithic architectures were never designed for the rapid iteration, continuous integration, and granular governance demanded by AI deployment.

                Monolithic systems require release cycles lasting months; AI models require continuous retraining and fine-tuning based on real-world performance. The mismatch is structural. Modern Agentic AI relies on orchestrating multiple specialised agents… One for data collection, another for risk evaluation, a third for decision execution. Monolithic architectures struggle to support this level of inter-system communication.

                Governance is another barrier. AI systems require differentiated risk controls depending on the level of autonomy. A fully autonomous fraud-detection agent needs different guardrails than a customer-service chatbot. Monolithic systems offer all-or-nothing governance, not graduated controls.

                Financial institutions cannot transform everything at once; they need incremental adoption. Starting with high-impact use cases, learning, then expanding. Monolithic architectures force “big-bang” transformations that almost never succeed.

                This architectural misalignment explains why so many AI initiatives stall in pilot purgatory, never reaching production scale.

                Modular Architecture as an Enabler of AI

                Modular, service-based FinTech architecture solves these problems by design. Instead of monolithic platforms, modular systems are composed of independent, interoperable functional blocks connected via APIs. Each module can be developed, updated, or replaced without affecting the whole.

                The key is the concept of the service: a module that does not expose standardised technical interfaces simply does not function. Services are the technical objects enabling interoperability:

                • A compliance module exposes services for regulatory checks,
                • A data-ingestion module exposes services for data collection and structuring,
                • An Agentic AI module exposes services for executing autonomous workflows.

                This architecture creates an ecosystem where each component has clear responsibilities and well-defined interfaces.

                For AI deployment, this translates into concrete advantages. Banks are implementing Agentic AI systems into specific processes – KYC/AML screening, credit-memo generation, collections monitoring, intelligent communication routing – without rebuilding their entire stack. Service-based modularity allows AI agents to be activated on circumscribed workflows, with impact measured before expansion.

                Because agents operate within discrete modules, failures remain contained. A malfunctioning fraud-detection agent does not propagate into customer-facing systems. This isolation allows institutions to experiment more boldly.

                Service-based architectures also enable integration of best-of-breed AI solutions. One module may use Anthropic’s Claude for document analysis, another Google’s Gemini for customer interaction, a third proprietary models for highly specialised credit scoring. Monolithic systems lock institutions into single-vendor dependencies.

                Different modules can carry different levels of AI autonomy, aligned with risk profiles and regulatory requirements: high autonomy for customer-service bots, human-in-the-loop supervision for lending decisions.

                As McKinsey notes, the winners of this transformation will practise “precision over heft”- implementing AI surgically where it generates measurable bottom-line impact. Service-based modular architecture is the technical manifestation of such precision.

                Techfin vs FinTech: When Architecture Comes First

                There is a fundamental difference between starting from finance and adding technology, and starting from technology and specialising in finance.

                In the first case, solutions are built top-down – gather functional requirements, then find the technology to satisfy them.

                In the second, solutions are built bottom-up – design the architecture before the functional requirements, optimising for flexibility rather than feature completeness.

                When designing wealth- and asset-management platforms – such as FundWatch or 360 FUNDS – this distinction becomes tangible. Being AI-ready does not mean adding an ‘AI layer’ on top of an existing platform. It means the modular architecture allows AI capabilities to be integrated precisely where needed.

                Modularity operates along two dimensions:

                • Process modules (compliance, analytics, reporting, client engagement) that can be activated independently;
                • Target modules tailored for different market participants: custodians, asset servicers, alternative-fund managers, wealth advisers—each activating different module combinations.

                AI governance is embedded in the architecture, not layered on top. A fully autonomous reconciliation agent operates under different guardrails than a semi-autonomous investment-recommendation agent—different approval workflows, audit trails, and supervision requirements.

                This approach does not remove the need for transformation, but it changes its rhythm. Instead of three-year platform-replacement projects, institutions can transform progressively: start with a high-impact module, prove value, learn from deployment, scale outward.

                The key managerial shift is conceptual: the question is no longer “When will our digital transformation be finished?” but “Which module do we activate this quarter, and what do we learn?”

                The $170bn Question

                McKinsey’s warning – USD 170 billion of potential profit erosion – is not inevitable. Avoiding it requires strategic decisions today about the technology architecture of tomorrow.

                The institutions that will thrive are not necessarily the largest or the earliest adopters of AI. They will be those building modular infrastructures engineered for precision, capable of integrating AI surgically, experimenting rapidly, scaling intelligently, and governing rigorously.

                They will recognise that AI is not merely a technological deployment, it is an architectural imperative. And they will understand the deeper truth: in the Agentic AI era, precision beats scale.

                The question faced by every financial institution is not whether to adopt AI, but whether its architecture can support it. For most legacy systems built on monolithic foundations, the honest answer is no.

                The modular imperative is clear. The question remains: are you building for yesterday’s challenges or tomorrow’s opportunities?

                Find out more at armundia.com

                • Artificial Intelligence in FinTech

                Author

                Dan Brightmore

                Published

                4 December 2025

                Estimated Read time

                10Mins

                Chief Operating Officer Bhavna Saraf gives us the lowdown on the genesis of Quidkey and how it is leveraging APIs & AI to transform open banking networks into merchant-ready solutions driving higher conversion and borderless coverage with no-cost simple integration

                Founded in early 2023, Quidkey has quickly established itself as a trusted provider of next-generation Account-to-account (A2A) payments. Also known as ‘Pay by bank’. Leveraging AI-powered bank prediction, instant settlement, and a streamlined user experience, Quidkey has created a bank-branded checkout system powered by Open Banking. It combines refunds, rewards, and real-time settlement bringing together cash flow, trust, and convenience for merchants. Its growth in the UK and EU is now being expanded to service Australia and the US corridors.

                Chief Operating Officer Bhavna Saraf met CEO Rob Zeko and CTO Rabea Bader, Quidkey’s co-founders, at the end of her time with Santander. They were pitching Quidkey’s offering to top bank executives. Their vision was ambitious:

                • Democratising access to bank products amongst its customers through a single channel
                • Leveraging and monetising its API stack for payments
                • Providing value add services making open banking usable for businesses

                “I remember thinking it wasn’t a standard FinTech pitch,” recalls Bhavna. “It was a real infrastructure story that was additive and complimentary to all ecommerce ecosystem players, merchants, banks, PSPs and consumers. When I began figuring the next steps in my career, Rob reached out. The discussion evolved into a collaboration – the timing was serendipitous.

                Rob believes A2A payments are the future of commerce, and merchants deserve simpler, faster and fairer ways to get paid. “We’ve built a model designed to scale responsibly,” he notes. “Bhavna brings the structure and operational depth to help us do just that.”

                Rabea is responsible for technology and product at Quidkey. With a seasoned background in technology, he has developed the core engine driving Quidkey’s diverse solutions. These include bank-prediction algorithm, refund automation, and multi-currency settlement, through simple API integrations.

                “Our aim is to make the technology invisible,” Rabea explains. “If it feels effortless for merchants, it means we’ve done the hard work well.”

                Together, Rob and Rabea laid the foundation. Bhavna’s arrival added the operational layer needed to take Quidkey global.

                FinTech Strategy spoke with Bhavna to learn more about her journey. And how her experience is driving Quidkey’s progression across the payments landscape…

                Bhavna Saraf

                Tell us about your approach to leadership at Quidkey… How do you reflect on what has been achieved during your time with the organisation?

                Learning has always meant leaning into the unknown. It’s not just about a strategy, but a mindset. Taking on new business lines, exploring unfamiliar customer segments, getting closer to technology, or stepping into entirely new organisations. It’s important to look outside your comfort zone, because that’s where you find growth. Each pivot builds experience equity. The instinct to link problems with solutions, to adapt with nuance, and to lead effectively no matter the context.

                It’s the same mindset that underpins my approach to leadership. That it’s not just about hierarchy but influence. Creating an environment where people feel trusted, empowered, and part of something larger than themselves. It’s important to build a feel-good factor where collaboration replaces control and purpose drives performance. Such a philosophy can shape teams and inspire peers. It has helped me forge strong connections across clients, colleagues and ecosystems alike.

                What drives and inspires you?

                At the core of my journey is a relentless drive to deliver progress. Time is money. And… Impossible is nothing. Those words capture my pragmatism and optimism. Qualities that have guided me from scaling trade finance at Citi, to launching digital propositions at Lloyds, to leading payments innovation and strategy at Santander UK. Each chapter has broadened my perspective and sharpened my instinct for where financial infrastructure is headed next. At Quidkey, I get to bring all I’ve learned from building at Citi Ventures to leading across banks and apply it where innovation and impact truly meet on a day-to-day basis.

                Could you share how your extensive experience with the dynamics of payments across your career (Citi, Lloyds, SWIFT, Santander etc) have honed your skills in the space? How is it enabling you to drive positive change in the market through your role at Quidkey?

                Across leadership roles at Citi, Lloyds, Santander and HSBC, I built and scaled businesses that fuse technology, finance, and innovation. Taking ideas from zero to one or propelling growth to the next level. The focus has consistently been on unlocking near-term value while shaping future-ready roadmaps aligned with market trends, regulatory change, and evolving customer needs.

                Alongside my day job, at Citi, I first experienced entrepreneurship, as the founder of an intra-bank start-up within Citi Ventures’ D10X program. We raised funding, assembled a team and developed algorithms to match clients across the bank’s global network. The project advanced to Seed 2 funding, earning recognition from Citi’s Global TTS CEO and the Head of Citi Ventures.

                I caught the founder’s bug. That experience showed me the power of turning an idea into reality. It taught me to balance innovation, risk, and speed. And gave me a deep respect for what it takes to build something new.

                Tell us about the genesis of Quidkey and its mission…

                Quidkey was born from a simple idea, that merchants should be able to grow with confidence, scale sustainably, and offer customers a seamless payment experience, at home or abroad.

                For too long, fragmented rails and card scheme costs have added friction to the payment ecosystem, especially hurting SMBs. Quidkey changes that. Our payment solution requires no change to the checkout experience yet simplifies payment routing, reconciliation, and settlement optimisation behind the scenes.

                By cutting out unnecessary intermediaries and using Open Banking rails, Quidkey delivers faster, more transparent and cost-efficient payments, empowering merchants to grow and helping banks realise greater value from existing infrastructure.

                This novel approach sets the foundation for what could evolve into a global clearing layer for digital commerce, removing friction, reducing cost, and reshaping the future of payments.

                What industry challenges can Quidkey solve?

                Payments today are still more complicated than they need to be. Merchants face high fees, chargebacks, and slow settlements, while banks and PSPs struggle to turn their Open Banking investments into meaningful value. The result is a fragmented system that creates friction for everyone.

                Quidkey bridges that gap. By simplifying how money moves between banks, fintechs, and merchants, we make payments faster, cheaper and transparent. The outcome is better liquidity and smoother experiences for merchants, stronger customer relationships, and a real return on infrastructure for the banks that power it all.

                What benefits are your clients experiencing from Quidkey’s approach to open banking?

                Open banking adoption is accelerating fast. There are already more than 15 million UK consumers and small businesses taking advantage of open banking-powered services, generating two billion transactions per month and growing. We expect Open Banking payments to generate about 5x more in global revenue by 2030.

                Quidkey is at the centre of this evolution, turning Open Banking into measurable value through intelligent settlements, stronger customer loyalty, and real returns on investment. We optimise payment rails for merchants, enhance efficiency for banks, and keep payments frictionless for consumers.

                Why should UK businesses and consumers embrace open banking with Quidkey? How does Quidkey make the cross-border rails more usable so everyone can benefit?

                With the rapid global expansion in consumer adoption of A2A payments, global A2A transaction volume is expected to increase by 209% in the next 5 years. From 60 billion in 2024 to over 185 billion by 2029. This growth is driven by cost efficiency, speed, convenience and enhanced security compared to traditional card payments. It is especially prevalent across key markets like Europe, where A2A is a leading online payment method in several countries.

                Quidkey offers merchants the ability to seamlessly integrate this new technology and deploy it both domestically and for cross-border purposes, while simultaneously reducing transaction costs by up to 60-70% as compared to legacy payment models:

                • Consumers enjoy frictionless, bank-authenticated payments with protections
                • Merchants save on processing costs, increase conversions, and reduce fraud/chargebacks
                • Banks strengthen customer primacy and democratise access to their products at checkout.
                API – Application Programming Interface. Software development tool. Business, modern technology, internet and networking concept.

                How easy is it for merchants to deploy Quidkey?

                Quidkey offers easy integrations via Shopify plug-in, WooCommerce, or iFrame with set up in minutes… No code and zero impact to existing payment options – just faster payments that generate capital to invest in growth.

                With fair fees and no lock-ins, Quidkey’s daily settlement can cut costs and optimise cash flow with product bundles designed for growth. Additionally, Quidkey delivers an Apple Pay–style one-tap experience but over bank rails that reduce fraud and charge back risks.

                Talk us through some of the big success stories for Quidkey that will provide a platform for future growth?

                Our early priorities focused on go-to-market execution – getting the Quidkey solution in the hands of consumers to iterate and prove product-market fit. Quidkey is among the few companies approved to service Shopify checkout globally.

                Additionally, we’ve announced a strategic partnership with Tryp.com to power next-generation ‘Pay by Bank’ travel payments. The collaboration is delivering instant settlement, loyalty rewards, and a frictionless A2A experience – achieving a 12% checkout take-up rate versus <1% for traditional Open Banking solutions. The early data shows strong consumer resonance, with room to grow through education and incentivisation. Quidkey’s tech is industry-agnostic – already extending to sectors like fashion, cosmetics, jewellery, and home goods. And we plan to expand next into globalised B2B payments.

                What’s next? What forthcoming initiatives are you particularly excited about for 2025 and beyond…

                “The transition from multinational banking to fintech is less of a leap and more of a return. In a bank, you have all the resources but with layers of bureaucracy; in a start-up, full permission but no resources. The goal is to combine both, the creativity of a start-up with the rigour of an institution.

                Looking ahead, Quidkey’s focus is clear: scale globally, expand merchant adoption, deepen ecosystem partnerships, and build a sustainable, purpose-driven organisation.

                Cross-border commerce remains one of the toughest challenges – yet also the biggest opportunity. Global payment flows reached $45 trillion in 2023 across B2B, e-commerce, and remittances, and are expected to hit $76 trillion by 2030. Still, businesses face high fees, slow settlements, and fragmented rails.

                Quidkey is tackling this head-on by building a merchant-facing clearing layer that harmonises domestic and cross-border payments, making it as easy to sell abroad as it is at home.”

                Tell us about some of the partnerships Quidkey has forged?

                Quidkey recognised the geographical limitations in the A2A payments market presented a significant adoption barrier. It’s an increasingly globalised economy, with existing open-banking providers unable to provide full-service cross-border functionality. So, we’ve been hard at work developing a new payments paradigm with mutually beneficial partnerships to help us deliver on the full potential of globalised A2A payments. Now, with our initial solutions fully tested and our user experience optimised to provide seamless integration across channels, we are focusing on cross-border flows to build out the foundations that will underpin Quidkey as the next generation A2A global clearing house.

                For example, our partnership with Transfermate enables cross-border A2A ecommerce, harnessing open banking technology to replace costly card rails with a faster, more efficient model of payments. TransferMate’s global network of payments, receivables, and local accounts will power Quidkey’s merchant offering, enabling instant or near-instant settlement in domestic markets and accelerated cross-border payments worldwide, with a waiting list of 100+ merchants in Australia selling into EU, UK and US.

                “We believe execution doesn’t slow down innovation – it amplifies it. I want to make sure Quidkey scales with purpose – fast, but in control, ambitious, yet trusted.”

                About Quidkey

                Quidkey is a cross-border payments technology company enabling merchants to accept instant account-to-account payments across the UK, EU, and US. By operating alongside existing PSPs rather than replacing them, Quidkey gives merchants a seamless path to lower costs, faster settlement, and higher checkout conversion. Quidkey is simplifying today’s fragmented payment mix (cards/wallets), enabling tomorrow’s open banking corridors, and preparing for the future of tokenised money – capturing the $2.6tn and growing global e-commerce payments opportunity.

                Find out more at quidkey.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • Neobanking

                Author

                Michael Heffner

                Published

                3 December 2025

                Estimated Read time

                5Mins

                Michael Heffner, Head of Global Industry and Value at Appian, on how banking’s complexity and regulatory rigour make it the perfect proving ground for agentic AI

                Let’s be frank: AI is nothing new in banking. For decades, technologies like machine learning (ML) and robotic process automation (RPA) have supported incremental efficiency gains in financial services, refining everything from risk models and fraud detection to credit scoring and claims processing. 

                Yet for all their speed and accuracy, these systems share one key limitation: they rely on explicit human prompts to complete their tasks. In other words, traditional AI assists; it doesn’t truly act. 

                From Incremental to Intelligent 

                AI’s evolution in banking has largely focused on targeted optimisations. Helpful, but insufficient to materially reshape core operations; automating high-volume, rule-based workflows that make life a little easier but are rarely transformative.   

                Think of tasks like scanning for suspicious transactions, handling data entry, or deploying chatbots to manage basic customer queries. Useful, yes. These improvements, while valuable, rarely translate into structural or enterprise-level transformation.  

                Despite their pattern recognition and predictive capabilities, most AI systems still stop short of acting on their insights. They generate recommendations or alerts, then wait for a human to decide what happens next. 

                Agentic AI marks a major leap forward. It doesn’t just generate content. Agentic AI perceives, learns, and acts with minimal human input. It can independently determine which tools or platforms to integrate with, choose the best course of action based on its set goals, and continually improve as it learns from outcomes.  

                Why Banking is Fertile Ground for Agentic AI 

                Highly regulated and flush with data, banking is — on paper at least — ideally suited to agentic AI. The sector’s complex layers of risk management, compliance requirements, and forward-thinking customers create endless opportunities for autonomous systems that can adapt and act within defined guardrails. 

                Fraud prevention is an apt example. Where traditional AI might identify a suspicious transaction and send it to a human for review, agentic AI can make decisions and put them into action. Immediately placing a temporary hold on the account or escalating the case to a human employee based on a real-time assessment of risk. 

                Credit risk is another perfect use case. Instead of static models recalibrated quarterly, agentic AI can continuously update risk profiles as new data streams in, adjusting lending limits or recommending action without the need for human input.  

                Breaking AI Out of the Back Office   

                Old habits die hard. Despite its autonomous potential, many banks still confine AI to the back office. Using it for repetitive, low-risk tasks that make processes faster but not fundamentally different. Even when AI is deployed, humans often need to manually review every output before any real action can be taken. 

                But that’s changing fast. A new generation of AI-driven agents is emerging to support both employees and customers. Acting as copilots or digital teammates, these systems help staff navigate complex compliance requirements and guide customers through products and policies, all while explaining their reasoning.  

                The benefits are already evident. For example, lending cycle times are being dramatically reduced using AI agents. Where the traditional loan process is slow and involves a lot of paperwork, an AI-assisted cycle sees the automation of time-heavy tasks like document sorting, extracting key financial details, and flagging suspicious activity.  

                Crucially, these systems don’t just provide rote, box-ticking answers. They also explain their reasoning, allowing users to understand and trust the information they receive.  

                Regulating the Rise of Autonomy 

                Of course, with greater autonomy comes greater accountability. The EU’s upcoming AI Act and similar global frameworks are reshaping how banks deploy advanced AI systems. With their risk-based classification, these laws place banking firmly in the ‘high-risk’ category — demanding transparency and rigorous data governance.  

                For agentic AI, this means accountability must be built in from day one. Every decision, recommendation, or automated action should be logged, explainable, and auditable. Humans must always retain the ability to step in and take control.  

                This explainability is a competitive differentiator as much as it is a compliance requirement. In a sector built on trust, transparency is what allows banks to balance innovation with integrity, using AI to elevate both performance and confidence. 

                Overcoming Process Debt  

                Leaving the past behind isn’t always easy, and even the most sophisticated AI can’t deliver results if it’s trapped inside outdated workflows. Many banks are still burdened by process debt.

                Process debt refers to the accumulated inefficiency embedded in legacy workflows. Anything from outdated sequencing and institutional habits to procedural guardrails that were set in motion years ago but have long since outlived their usefulness.  

                Unlike technical debt, which can be mapped and fixed through IT audits, process debt is cultural. It’s embedded in the way things have always been done. 

                Agentic AI offers a way out. By redesigning workflows around intelligent agents, banks can eliminate redundant steps, automate decision-making, and reduce operational friction, without compromising oversight or control.   

                A Future Without Bounds   

                Agentic AI represents a line in the sand, shifting banks from relying on systems that merely predict and automate to collaborating with those that can reason and act.  

                It’s a chance to move beyond the limits of legacy systems toward a model of continuous, intelligent operations. But success will depend on one thing: deploying this technology responsibly, with governance, transparency, and human oversight at its core.  

                By doing so, banks can unlock new levels of agility, efficiency, and innovation. And they’ll be setting a new standard for how the industry competes.   

                Learn more at appian.com

                • Artificial Intelligence in FinTech
                • Embedded Finance
                • InsurTech

                Author

                Emma Steeley

                Published

                2 December 2025

                Estimated Read time

                5Mins

                Emma Steeley, CEO of Infinian, the global real time credit intelligence bureau providing data to banks, lenders and other data businesses, explains the consequences of credit data being stuck in the past, and how banks and fintechs can overcome the mounting consequences

                Despite a cost-of-living crisis and unpredictable economic outlook, too many lenders are forced to make credit decisions using information that belongs to another era. This outdated data is based on small samples, derived from national averages and historical surveys that fail to capture the volatility and diversity of financial realities defining life in the UK today.

                That disconnect between data and reality harms consumers, distorts pricing, and drags on the wider economy. In short, affordability decisions are outdated before they are made. Borrowers are judged on figures that don’t reflect their actual costs, creditworthy customers are turned away, while others are approved for loans they can’t afford. Real-time, accurate, large-sample data is essential for fair and functional credit markets, and as an industry we must work to ensure decision-making is dragged into the modern day, to support the integrity of financial services and the aims of Consumer Duty for the good of financial services and consumer duty.  

                Legacy Models Versus Modern Risks

                For years, affordability models have relied on spending benchmarks from the Office for National Statistics (ONS) and other national-level datasets. ONS data, often sourced from the Living Costs and Food Survey, can lag real-world conditions by more than a year. It captures what households spent yesterday, not what they face today.

                When models depend on national averages and retrospective surveys, they miss the nuances of how people earn and spend. Workers on variable incomes, renters, and those without long credit histories are most likely to be penalised. They may be financially stable, but legacy data can’t see that, leading to unnecessary declines and reinforcing the gap between those who can access affordable credit and those who can’t. Moreover, outdated data also increases the risk of false positives, meaning lenders may approve those who are likely to default.

                False positives and negatives aren’t the only concerns, but also compliance – the Financial Conduct Authority’s Consumer Duty makes clear that firms must deliver “good outcomes” for retail customers, including through fair pricing and practical support. If lending decisions are based on incomplete or obsolete data, it becomes difficult to evidence that duty. The FCA’s own CONC 5.2A rules require a “reasonable assessment” of a customer’s ability to repay; data that misrepresents current affordability can’t reasonably support that test.

                Legacy benchmarks, once a useful proxy, now risk embedding unfairness. They distort pricing, entrench exclusion, and hold back lending when the economy most needs momentum.

                Gaining a True Perspective on Affordability

                Fresher, more granular data is changing what responsible lending can look like. Real-time or high-frequency data streams from verified income flows, transaction activity, and recurring payment histories provide lenders with a comprehensive picture of affordability.

                Unlike static surveys, these sources track actual behaviour. They show how a household’s disposable income shifts month to month, how energy or rent payments fluctuate, and how consistently people meet obligations. When used responsibly, this information enables lenders to make faster, more informed decisions that align with each borrower’s actual circumstances.

                The payoff is fairer, more inclusive, and more responsible: three goals that don’t have to be in tension. Real-time credit intelligence can also help reduce unnecessary declines, extend access to consumers previously considered “thin-file,” and still maintain prudent risk controls. In other words, responsible lending doesn’t have to mean lending less; it means lending smarter.

                It also helps lenders identify early signs of financial stress. If outgoings begin to rise faster than income, that signal appears immediately rather than months later, allowing firms to step in with tailored support before problems escalate. By closing the gap between reality and response, real-time data enables lenders to be both fairer to customers and more agile in managing their portfolios.

                The Commercial Case for Better Data

                Aside from the moral argument, and the benefits it will bring to compliance and consumer protection, there’s also commercial incentives to modernise credit data.

                With access to better data, lenders can approve more of the right customers without increasing risk. Decision engines will become sharper, with improved acceptance rates and portfolio performance simultaneously.

                Speed is another advantage. Consumers nowadays expect instant answers and laggy underwriting processes can make customers shift to faster competitors. Access to real-time credit data enables lenders to expedite these processes, thereby improving satisfaction and conversion rates. In a crowded market, those gains translate directly into loyalty and market share.

                Basing decisions on current financial behaviours also reduces the need for unnecessary full-bureau checks and manual interventions, lowering the cost per decision and freeing up resources for higher-value activity.

                Ultimately, modernisation is about competitiveness. Financial institutions, whether banks or fintechs, that invest in real-time credit intelligence today will be well-placed to earn trust, loyalty, and market advantage.

                The Future of Fair Finance

                Credit markets rely on accuracy, and accuracy in turn depends on timeliness. When the information behind lending decisions lags behind real life, fairness falters, capital is mispriced, and opportunities are lost.

                Real-time, representative data allows lenders to extend credit responsibly, price risk precisely, and support customers before problems arise. It strengthens inclusion while improving overall performance.

                In a world where household finances can change in weeks, lending models must keep pace with reality. Institutions that invest in live, comprehensive data today will set the benchmark for fair and effective finance in the years ahead.

                Find out more at infinian.com

                • Artificial Intelligence in FinTech
                • Digital Payments
                • InsurTech

                Author

                Panos Savvas

                Published

                1 December 2025

                Estimated Read time

                5Mins

                Kani Payments CTO Panos Savvas on the next generation of banking and payments and why it’s not just about fast banking but complex banking

                The future of banking won’t be decided by algorithms or apps, but by how well we manage the data that drives them...

                For years, ‘next generation banking’ has been shorthand for agility, innovation and a clean break from the technological baggage that constrained traditional institutions. Neobanks and fintech challengers built their reputations on speed, automation and digital-first thinking. Yet as the sector matures at a rapid pace, a more layered picture is emerging.

                Despite their reputation for a ‘tech-centric’ approach, many digital banks are discovering that operational excellence is harder to achieve than customer experience. In some of the most critical areas of financial infrastructure, data management, reconciliation and reporting, modern banks are grappling with challenges that feel decidedly old generation.

                Of course, this is not a failure of innovation, but a reminder that progress in banking is rarely linear. Building for scale, compliance and resilience inevitably exposes the complexity beneath the sleek surface of digital transformation and in this sense banks aren’t alone with this.

                The Automation Illusion

                Being ‘born in the cloud’ should have freed newcomers from legacy infrastructures. Yet research shows that manual processes remain surprisingly prevalent. Kani’s recent survey found that 22 per cent of UK neobanks still use spreadsheets as a standalone tool to perform reconciliation and compliance reporting. A much higher proportion than any other group surveyed.

                This is a very revealing statistic. While the customer interface has evolved rapidly, the back office hasn’t kept pace. The typical neobank experience may be seamless for users on the surface, but behind the scenes, operations often rely on fragmented data flows, multiple third-party integrations and human oversight.

                The mismatch doesn’t make them laggards. It simply highlights a structural truth: automation is easy to market, but difficult to master. Data integrity, not digital branding, is what separates the truly next generation from the merely new.

                Data: The Hidden Legacy

                Every modern bank understands that clean, reliable data is its most valuable asset. It fuels compliance, supports decision-making and underpins every audit trail. Yet half of neobanks in the same survey said data cleansing was among their most time-consuming reconciliation tasks, with 44 per cent citing auditing and 39 per cent data verification as similar drains on time.

                These are not edge cases, they are foundational disciplines. When half of a bank’s operational resource is tied up in validation rather than value creation, the issue is not technology but data governance.

                Traditional institutions often blame legacy systems for inefficiency. For fintechs, the challenge is different. Modern platforms are fast to deploy, but when combined across multiple partners without shared data standards, they can create inconsistencies that require manual resolution. The future of finance depends less on speed and more on how consistently that speed produces trustworthy data.

                Managing Risk, Not Just Reputation

                Errors in reconciliation aren’t just accounting irritants, they’re board-level risks. Half of neobanks pointed to compliance exposure as their biggest concern, with 44 per cent linking data breaks directly to market trust.

                That finding alone reflects sector maturity. Modern institutions now recognise that trust is not simply a brand asset but a measurable operational outcome. The firms investing in traceability, explainability and real-time audit trails are also the ones strengthening their regulatory relationships.

                It’s important to recognise that regulators are not barriers to innovation. They are collaborators in resilience that want firms to show evidence-based controls. The direction of regulation, particularly under initiatives like the UK’s Consumer Duty and Europe’s PSD3, points toward transparency, not obstruction.

                Turning Data into Context

                How a bank enriches and contextualises transaction data is a reliable indicator of operational maturity. Yet many organisations, not only neobanks, still have enrichment processes that rely heavily on human intervention. 61 per cent of neobanks manually add metadata to transactions, while only a third integrate third-party data automatically.

                That dependence on manual enrichment reflects an industry-wide balancing act. The challenge is not capability but confidence. Integrating external data sources requires robust governance, clear permissions and the ability to trace every enrichment to its origin. For a sector under constant regulatory scrutiny, it’s no surprise that many firms err on the side of caution.

                The next step is to make enrichment auditable as well as automated, so that data quality, not data quantity, becomes the competitive differentiator.

                The AI Rush

                Artificial intelligence (AI) has become the headline act of modern banking, promising to transform everything from fraud detection to credit scoring. Yet there’s a risk in assuming that AI will fix underlying operational inefficiencies.

                Across the industry, many are racing to bolt AI onto customer-facing functions while leaving back-office processes largely untouched. Without robust data hygiene, reconciliation and enrichment, AI is at risk of improvising around gaps rather than accelerating truth.

                True next-generation banking will emerge not from the adoption of algorithms but from the discipline of data stewardship. When banks invest in consistent, explainable data architectures, AI becomes a multiplier for accuracy and trust, not a mask for structural fragility.

                Beyond the Buzz

                The phrase “next generation banking” has become so elastic that it risks losing all definition. For some, it means AI-driven services; for others, embedded finance or real-time payments. These innovations matter, but they rest on the same foundational truth of, if the data isn’t right, nothing works as it should.

                A bank that can open an account in minutes but takes days to close its books is not yet fully digital. A platform that deploys AI for insights but can’t trace the lineage of its data is not yet intelligent. The goal of next-gen banking should be to make the invisible visible, ensuring that every process beneath the surface is as modern as the experience on top.

                The Real Definition of “Next Generation”

                It’s easy to imagine next-generation banking as something futuristic and abstract. In reality, it’s about something deeply practical: building systems that make data dependable.

                Neobanks and fintech banking began as the antidote to legacy complexity. Their next chapter will depend on how well they tackle their own hidden legacies and the invisible operational debt that lurks beneath every modern interface.

                The banks that succeed will be those that blend speed with substance, innovation with integrity, and automation with accountability. In the end, the only kind of innovation that endures is the kind that accelerates truth.

                Learn more at kanipayments.com

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                28 November 2025

                Estimated Read time

                6Mins

                With the rise of AI-enabled fraud in mind, Dave Rossi, Managing Director at National Hunter, argues the need for a radical rethink

                AI is making financial fraud less predictable and far more damaging. With access to new tools like Fraud GPT, deep fakes, and large-scale automated, and agentic, autonomous decision making capabilities to supercharge methods such as spearphishing, fraudsters are now able to target their activity more accurately, convincingly, and at higher volumes than ever before. Add in use of AI to flood the industry with financial applications which increase phishing and identity theft, especially for vulnerable individuals, and the cost of financial fraud continues to explode.

                As one recent report revealed, in the UK alone, banking fraud caused £417.4 million in losses across 21,392 reported cases over the past year, making it the third costliest fraud type. Combatting this explosion in financial crime requires a different approach. One that not only transforms identity checks through robust, multi-tiered tools but also includes assessment of behavioural signals, transaction monitoring and cross validation to highlight suspicious activity at any point in the customer lifecycle.

                Critically, argues Dave Rossi, Managing Director, National Hunter, it demands a new mindset based on collaboration, information sharing and a culture that encourages people to raise concerns, call out suspicious activity and prioritise fraud detection at every stage of the customer journey.

                Financial Fraud Explosion

                Financial institutions are struggling to adopt the new mindset required to protect customers, reputation and the bottom line from financial fraud. The continued internal conflict between the need to add layers of verification and detection to deliver essential safeguards and a perception that such measures will lead to customer disengagement and loss is adding unacceptable risk in a new era of AI enabled, widescale financial fraud.

                Financial fraud is no longer opportunistic and small scale. From individuals trafficked to dedicated fraud centres in the Far East to the systematic use of AI to build synthetic IDs at scale and deep fake voice and video calls used successfully for spearfishing activity, financial fraud is a global, organised crime.

                The ease with which AI can be used to generate synthetic identities alone should prompt a radical overhaul of anti-fraud measures. According to Signicat, AI-driven identity fraud is up 2,100% since 2021. It is now outpacing many traditional forms of financial crime. Rather than stolen passports and forged documents, fraudsters are now using AI to create manufactured personas, ID documents and accounts created using digital footprints that appear legitimate but have been built to deceive. Adding defence measures – both technology and human – to the process may potentially add friction to the customer experience but failing to protect either the business or customers will, without any doubt, cost significantly more. 

                Synthetic IDs

                Organisations need to understand the sheer scale of AI-enabled financial fraud. LexisNexis Risk Solutions estimates that there are around 2.8 million synthetic identities in circulation in the UK, and hundreds of thousands more are created annually. They also claim 85% of synthetic IDs go undetected by standard models, creating a potential cost to the UK economy of £4.2 billion by 2027 unless companies adopt more stringent screening measures. 

                The use of AI at this scale enables criminal gangs to play the long game, with the behaviour of synthetic accounts mirroring real customers over months or years to build a credit history before cashing out and leaving the business and bank to handle the write-off. And this tactic is being used to target business in every industry. According to Experian over a third (35%) of all UK businesses reported being targeted by AI-related fraud in the first quarter of 2025, an increase of more than 50% over the same time period last year.

                The use of synthetic IDs is just one way in which AI has changed the familiar patterns of financial fraud. The sophistication of deep fake technology is another, with fake voice and video building on chat based social engineering messaging via real-time chat scripts for LinkedIn DMs and WhatsApp messages, to successfully facilitate incredibly sophisticated spearfishing attacks. Mimicking the persona of high value individuals, especially CEOs and CFOs, such attacks have led to devastating losses, including the UK-based fintech which lost £1.8 million in 2024 following an attack using a combination of spearphishing and generative AI to impersonate the company’s CFO.

                Trust Issues

                Organisations cannot afford the current levels of (over) trust. Indeed, the success of the majority of AI-enabled financial fraud can be tied to organisational culture. Synthetic IDs succeed when the focus is only on verification – which checks identity – rather than on-going monitoring of behaviour and transactions as well as cross validation, which highlight intent. Spearfishing leverages a culture of uncertainty, succeeding in environments where individuals do not feel confident or are not encouraged to question the veracity of the CFO’s payment orders, for example.

                The reliance on credentials verification is inadequate in a world of Fraud GPT. With diverse sophisticated technologies now being deployed at scale, it is no longer acceptable to rely on traditional models of verification, such as document validation. Furthermore, organisations are losing trust in newer techniques, such as facial biometric authentication due to the sophistication of AI deepfakes. Concerns are growing about the risks associated with proposed national eIDs: when a digital ID appears to be verified by government there is a temptation to believe without additional, yet essential, scrutiny.

                Organisations need to consider intention as well as identity. What are the behavioural signals that could indicate fraud? Which transactions are suspicious and what additional insight can be surfaced through continual cross-validation of activity? Adding layers of verification and flagging possibly suspicious activity may initially annoy the odd genuine customer, but the reality of AI-enabled fraud is devastating individuals, businesses and financial institutions. It is now vital to adopt a fraud-first culture, where individuals at every level of the organisation have both the tools and understanding to spot suspicious activity and are encouraged to call out concerns, especially if they relate to senior management requests.

                Collaborative Model

                Failure to shift from over-trust to low-trust will continue to play into the hands of criminal gangs. Gangs that are constantly sharing information about weak targets. Innovative, anti-fraud organisations are leading the fight back through intelligence sharing, cross-validation and next generation screening. Adopting both robust verification and validation technologies and culture that encourages suspicion and also fosters cross-industry insight is key to addressing this complex, evolving threat.

                By proactively sharing the information surfaced through comprehensive verification as well as behavioural and device analytics, the industry can gain rapid understanding of the fast-changing tactics being deployed by these criminal gangs and take the appropriate remedial action to protect, customers, reputation and the bottom line.

                Learn more about tackling fincrime at nhunter.co.uk/

                • Artificial Intelligence in FinTech
                • Cybersecurity in FinTech

                Author

                Dan Brightmore

                Published

                27 November 2025

                Estimated Read time

                2Mins

                At AWS, we’re obsessed with helping our customers harness the benefits of cloud and AI. While maintaining robust security, resilience…

                At AWS, we’re obsessed with helping our customers harness the benefits of cloud and AI. While maintaining robust security, resilience and scalability. We believe the true value of he cloud is unlocked when seen as an end-to-end transformation opportunity. A chance for organisations across Asia Pacific and Japan, such as Techcombank (TCB), to seize the innovations Gen AI and Agentic AI can offer today.

                According to a new AWS-Strand Partners 2025 report, AI adoption among businesses in Vietnam is growing rapidly at an annual rate of 39%. Close to 170,000 businesses in Vietnam have already adopted AI. And 77% of those businesses expect AI to increase their revenue within the next year.

                Delivering Business Benefits

                TCB’s journey with AWS exemplifies the transformative power of cloud and AI adoption. Spanning strategic planning and co-innovation, with a shared commitment to transformation:

                • Within six months, AWS helped TCB migrate retail and corporate banking systems to the cloud. This enabled on-demand scalability, reduced infrastructure costs, improved time to market and enhanced availability for TCB, cutting downtime.
                • By rapidly scaling infrastructure, reliably and securely, TCB has seen digital transactions grow by 38%.
                • Today, 55% of new customers now join via digital channels and 97% of transactions are processed digitally.

                The AWS Data Migration Service is expected to generate projected cost savings of up to $10.4 million over five years. Driven by improved infrastructure efficiency and simplified operations.

                Harnessing Gen AI & Agentic AI

                Gen AI is delivering workplace transformations, including enabling contact centre agents to resolve customer concerns. TCB has established itself as a pioneer, becoming Vietnam’s first bank to develop proprietary applications using Amazon Bedrock. Initiatives include customer chatbots for employee use, advanced language translation tools, and SMARTIE – an AI personal assistant built on a custom Large Language Model (LLM).

                AWS: A Trusted Partner for Cloud at Scale

                AWS distinguishes itself as a transformation partner through its unique combination of global expertise, strong local partnerships, and proven implementation frameworks. This comprehensive approach enables organisations to achieve meaningful business transformation while staying at the cutting edge of technological innovation.

                “By enabling financial institutions like Techcombank to innovate at scale, we’re helping create the foundation for Vietnam’s next phase of AI-driven economic growth.”

                Eric Yeo, Country General Manager – AWS Vietnam

                Discover more about the ways Techcombank is overcoming challenges on its transformation journey with AWS from Eric Yeo, Country General Manager – AWS Vietnam


                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Cybersecurity in FinTech
                • InsurTech

                Author

                Dan Brightmore

                Published

                26 November 2025

                Estimated Read time

                10Mins

                Financial Services Director Arunkumar Gopalakrishnan on how Publicis Sapient is developing the playbook for delivering successful AI-led digital transformations across the financial services landscape

                Publicis Sapient doesn’t sell tools; it delivers human-led, AI-enhanced solutions that blend proprietary platforms with deep industry expertise across global banking. The organisation is shaping the future of financial services by delivering complex digital transformations across continents – from the UK and Southeast Asia to the Middle East and the United States – anchored by a belief that true innovation lies at the intersection of business insight and technological depth.

                Publicis Sapient utilises a SPEED philosophy – Strategy, Product, Engineering, Experience and Data. “For us, SPEED isn’t just a framework. It’s the way we align our capabilities to accelerate transformation,” explains Financial Services Director Arunkumar Gopalakrishnan. “My focus is the ‘P’ in that process – Agile Program Management and Product Management; helping clients move from vision to value at pace.”

                Transformation at SPEED

                During his time with Publicis Sapient, Arunkumar has seen the power of transformation at SPEED on a variety of high-stakes projects: helping a major UK bank launch a digital-only entity on the cloud; partnering with a leading Thai bank to revitalise its mobile-banking experience for a fast-growing, tech-savvy customer base; supporting a sovereign-funded startup bank exploring blockchain for trade finance in collaboration with Microsoft; building a holistic wealth-management platform for a large US custodian bank; and helping another lead the way in AI adoption. These are the type of innovation journeys where Publicis Sapient excels at moving from groundwork to exponential scale.

                At the Intersection of Business and Technology

                Publicis Sapient excels by fusing two disciplines often treated as separate. “We are at the intersection of business and technology,” explains Arunkumar. “You need deep business acumen to understand client challenges. However, you must have enough technical depth to engage meaningfully with engineering teams. That balance is what enables real problem-solving.”

                From fraud prevention to blockchain and digital banking the industry is changing fast,” he notes. “Working with Generative AI today feels like standing on a new frontier. It keeps us on our toes, but it’s also what drives us – to stay relevant, deliver outcomes and connect both worlds of business and technology.”

                Meeting the Challenge: Balancing Innovation and Risk

                The biggest challenges facing financial services clients are not purely technological. They are structural and cultural. “Banks operate in complex regulatory environments,” notes Arunkumar. “There’s always a tension between innovation and risk management. On one hand, you want the next shiny thing; no one wants to be left behind in the technology race. On the other, you can’t bring something to life without going through the proper regulatory and risk-management controls.”

                That balance defines the work Publicis Sapient does. “We are a people + product business,” he says. “Our strength lies in talented people, strong domain understanding, platforms, tools and a culture that says to clients: We have your back; we get it done.”

                Many of the firm’s engagements, he explains, involve deep collaboration, experimentation and iteration. “Some of the use cases we take on aren’t easy. We work with partners, we research, we prototype, we unlearn and relearn. Progress in this space is continuous, not linear.”

                A Digital Transformation Success Story

                Publicis Sapient partnered with a large US Bank to lead digital transformation efforts focused on GenAI implementation and scaling. It worked in collaboration with Google and the Bank to design, build, and adopt GenAI to spur innovation, enhance risk management and improve productivity.

                The high-level solution is composed of modular components including a secure GenAI Gateway for LLM access control, RAG framework for contextual retrieval, and Vertex AI integration leveraging Gemini models for high-quality natural language responses.

                Delivering the Solution

                The solution delivered integrated, repeatable accelerators designed to solve the central business challenges of speed, risk, and control from the ground up.

                Publicis Sapient’s Financial Services Director Arunkumar Gopalakrishnan explains how the platform was built upon some core pillars:

                Unified LLM Access & Model Context Protocol: “We streamlined the model consumption layer with a foundational gateway, built on a resilient Model Context Protocol (MCP). The MCP acts as an essential abstraction layer, ensuring all data streams, model inputs, and application requests are managed consistently, securely, and in compliance with governance rules.”

                Integrated Governance & Security: “We implemented a ‘shift-left’ security approach, embedding continuous guardrails directly into the GenAI pipelines. This pre-processing step, coupled with adversarial testing, proactively minimizes human error, reduces operational risk, and ensures a continuous, audit trail.”

                Proprietary Knowledge Grounding (RAG): “The platform enables the Retrieval-Augmented Generation (RAG) pattern. This involves securely indexing the bank’s vast internal repository of operational knowledge and compliance guides – by using this verified knowledge to ‘ground’ LLM responses, the platform ensures every AI output is based on the bank’s accurate, proprietary data. This successfully mitigates factual errors, minimizes hallucination risk, and protects brand integrity.”

                Agent Orchestration (Agentic AI): “Moving beyond simple chat, the platform includes capabilities for managing Agentic AI workflows which greatly improves efficiency. These agents are goal-directed systems that execute multi-step business processes (e.g., investigating a service ticket, performing patching operations etc. with human-in-loop for oversight). This is the crucial layer for end-to-end automation of complex, cross-functional tasks.”

                Unified Observability: “The final pillar establishes a system for tracking crucial metricstied to defined business outcomes. This enterprise-level observability framework captures data like response latency, quality, consumption rates etc. This data allows leadership to continuously monitor output quality and reviewing against the standards of accuracy and trustworthiness.”

                Realising the Benefits

                The positive impact of the work Publicis Sapient is doing includes:

                Scalable Framework: Designed as a Platform-as-a-Service (PaaS) model to support future GenAI use cases across the enterprise; agent-driven extensibility enables enhancements with rapid time-to-market deployments.

                Accelerated Onboarding: Automates the provisioning process by surfacing relevant documentation, policies, and procedures instantly.

                Knowledge Reuse: Leverages existing enterprise knowledge bases to reduce redundancy and improve consistency.

                Building with Purpose: From Vision to Scale

                At the heart of Publicis Sapient’s transformation philosophy is its Digital Business Transformation Framework. Teams use a playbook to take clients from problem definition to scaled delivery. “It starts with Ignite – understanding the problem and bringing in strategic expertise,” explains Arunkumar. “Then comes Hunt & Shape – identifying and defining value, mapping MVPs and roadmaps. And finally Build & Scale – turning ideas into outcomes by building the right solutions.”

                Scaling, he insists, is not only about size but certainty. “You don’t scale right away. You start small – proofs of concept, limited users, experiments and learn fast. Once you know what works, you can accelerate.”

                He points to a current AI engagement as an example. “We started with one application hosted on the platform last year. Now we have twenty-plus, and many more coming. Building the foundation took months, but once we understood the landscape, everything else became a fast follower. You develop a playbook, you know the risks, and then it’s about momentum.”

                Generative AI: A Catalyst for Reinvention

                Few technologies have captured the imagination of financial services like Generative AI. Arunkumar sees its impact as both profound and pragmatic. “While business leaders talk about productivity gains, CIOs are using GenAI to drive measurable productivity and cost efficiency by modernising high-friction IT Service Management processes,” he notes.

                Publicis Sapient identifies three areas where the shift is most visible:

                • Enhanced self-service: Intelligent Virtual Assistants act as the first line of defence. They automate a big chunk of initial inquiries, freeing human agents and improving response times.
                • IT-agent augmentation: GenAI synthesises ticket histories, diagnoses root causes and drafts expert-level resolutions. It drastically shortens the mean time to Resolution for critical incidents.
                • Developer velocity: Secure, context-aware coding assistants are improving efficiency, allowing engineers to focus on high-value work.

                Each example reflects a practical application of AI – not hype but measurable productivity and cost efficiency.

                The Rise of Agentic AI

                Publicis Sapient’s next frontier is Agentic AI, where intelligent agents move beyond analysis to orchestration and action. Teams have been testing these systems within IT service environments for major banks. “We started with a simple knowledge-search application,” he recalls. “It consolidated information across multiple systems to provide accurate, high-performance answers.”

                From there, Publicis Sapient expanded into process automation. “Imagine an IT engineer under pressure to fix issues fast,” he says. “The knowledge-search tool becomes a force multiplier, identifying root causes instantly. Next, you automate the actions – patching servers, routing tickets, escalating tasks – with a human in the loop for control.” The goal is productivity gains with safety.

                Challenges remain – particularly model drift and AI hallucination – but these can be mitigated with rigorous evaluation frameworks. “AI is probabilistic, not deterministic,” says Arunkumar. “You can’t expect one-plus-one to always equal two. That’s why continuous grounding, validation and human oversight are key.”

                Innovation in Action: Real-World Use Cases

                For Arunkumar, the most exciting part of AI transformation lies in the unexpected. “Some of the best use cases aren’t flashy but support everyday processes that, when optimised, deliver outsized value.”

                He describes one example from a banking client: improving the reliability of customer statements. “A bank may send hundreds of thousands of daily communications – statements, notifications, alerts. Sometimes statements fail to send, and by the time customers notice, the issue snowballs into reputational risk.”

                AI, he notes, can detect these failures proactively. “If a statement isn’t generated by 7 a.m., the system flags it very soon and resolves it before customers even notice. Predictive AI identifies the anomaly; GenAI drafts the corrective communication for review. It’s small, but it saves time, cost and reputation.”

                Such “mundane” use cases, he argues, are where the real transformation happens. “Everyone talks about the big, shiny things. But in complex, regulated environments, it’s the subtle automations that drive consistent outcomes.”

                Platforms for the Future

                Publicis Sapient’s investment in AI platforms underscores its commitment to innovation. Arunkumar highlights three in particular:

                • Bodhi, the foundational system for building intelligent agents
                • Slingshot, designed to accelerate software-development lifecycles
                • Sustain AI, focused on IT service management and operational resilience

                “These are our three-pronged approach to transformation,” he explains. “Each builds on the other – Bodhi as the foundation, Slingshot for velocity, and Sustain AI for long-term stability. And there’s more in the pipeline…”

                Culture, Collaboration and the Power of Small Wins

                For all the technology involved, Arunkumar insists transformation ultimately depends on people. “In any transformation, you work with stakeholders who have competing priorities,” he says. “The key is to focus on agreements first – find small wins and move forward. Progress builds trust.”

                Publicis Sapient is a people + product business where Arunkumar encourages his teams to balance ambition with empathy. “If a meeting is contentious, end with one thing agreed. Take the rest next time. Transformation isn’t about forcing alignment; it’s about building it. We tell our clients, and our teams, ‘We have your back’. That trust is what makes complex programs succeed.”

                Looking Ahead: Building Expertise and Depth

                The focus for 2026, and beyond, is on cultivating deep, dual-disciplinary expertise. “Our teams sit between business and technology,” he explains. “You must be good at both. No one can master all financial services, it’s too vast, but you can specialise. Pick a niche within key areas – asset management, wealth, retail banking, corporate banking, payments, financial crime – and become excellent at it.”

                At the same time, he urges his teams to stay curious about technology. “Even if you’re not implementing solutions yourself, you need to understand them and speak the same language as engineers and architects. That’s how collaboration works.”

                Continuous learning, he believes, is non-negotiable. “There’s so much information out there – training, communities, conversations. We just need to channel it, understand the basics and keep moving forward.”

                Transformation: A Continuous Journey

                At Publicis Sapient transformation is never static. “We don’t fix something once and move on,” he says. “We think, test, learn, and build again. You must define the real problem before you solve it, validate your progress and inspire others to see the vision.”

                Purpose and persistence turn complexity into clarity for Publicis Sapient’s clients. “The journey is continuous,” says Arunkumar with characteristic calm. “But that’s what makes it exciting. Every challenge is an opportunity to learn, collaborate and move forward – one small win at a time.”

                Find out more at publicissapient.com

                • Artificial Intelligence in FinTech

                Author

                Dan Brightmore

                Published

                Estimated Read time

                3Mins

                AI commerce is set to transform how people shop and buy. Find out how Visa Intelligent Commerce empowers AI agents to deliver reliable and secure experiences at every step…

                Artificial Intelligence is transforming the way we shop and pay. Visa is leveraging the power of its network and its decades of experience to bring trust and security to AI-powered commerce, bringing to life Visa Intelligent Commerce, which enables AI to find and buy.

                This is an innovative initiative that opens Visa’s payment network to the developers and engineers who are building the foundational AI agents that are transforming commerce.

                “Soon, people will have AI agents that will browse, select, purchase, and manage on their behalf,” according to Jack Forestell, Chief Product and Strategy Officer at Visa. “These agents will need to be trusted with payments, not just by users, but also by banks and merchants.”

                Similar to the transition from physical to online shopping, and from online to mobile shopping, Visa is setting a new standard for a new era of commerce. Now, with Visa Intelligent Commerce, AI agents can find, purchase, and pay on behalf of consumers according to their pre-selected preferences. Each consumer sets the limits, and Visa helps manage the rest.

                Creating a Trusted Future for AI Commerce

                Millions of people will soon rely on AI to find the perfect sweater, search for a new vacation destination, or complete a shopping list. Visa will eliminate the friction from payment, making it possible to transact securely and reliably in an AI-powered world.

                Visa Intelligent Commerce is built on 30 years of experience working with AI and machine learning to manage risk and fraud and to deliver secure payment experiences. Alongside industry leaders such as Anthropic, IBM, Microsoft, Mistral AI, OpenAI, Perplexity, Samsung, Stripe, and others, Visa will facilitate personalised and secure AI commerce on a global scale.

                “We are working with companies at the forefront of AI innovation to drive engagement on AI platforms and support new ways to pay, with security and trust as our number one priority,” Forestell added. “Together with our partners, we are fully harnessing the potential of AI to transform every aspect of commerce, payments, and business.”

                Empowering Consumers, Merchants, and Developers

                The transformation of AI commerce – today a futuristic and relatively unknown concept – into a frictionless, secure, and personalised experience for both merchants and consumers is underway at Visa.

                Visa Intelligent Commerce incorporates a set of integrated APIs and a merchant partner program into AI platforms, allowing developers to implement Visa’s AI commerce capabilities securely and at scale.

                Visa Intelligent Commerce offers:

                • AI-Enabled Cards. Replaces card data with tokenised digital credentials, which enhances security for consumers and simplifies payment processes for developers. In turn, it confirms that the agent chosen by the consumer is authorised to act on their behalf. This incorporates identity verification into AI commerce. Only the consumer can instruct the agent on what to do and when to activate a payment credential.
                • AI-Powered Personalisation. The consumer is in control. It shares basic spending and shopping information from Visa with the consumer’s consent to improve the agent’s performance and personalise purchasing recommendations.
                • Simple and Secure AI Payments. Allows consumers to easily set spending limits and conditions, providing clear guidelines for the agent’s transactions. Additionally, it shares real-time commerce signals with Visa, enabling Visa to monitor transactions and help manage disputes.

                Visa’s payment technologies, including tokenisation and authentication APIs, will help enable transactions that are secure and frictionless, providing confidence to consumers who use AI to make purchases. Visa has decades of experience in fraud management, along with a robust data platform, and uses this expertise to power the Visa Intelligent Commerce program.

                Find out more about Visa Intelligent Commerce visa.com/intelligentcommerce

                And learn how Visa is working with banks like CIBC to build a secure future for AI commerce.

                • Artificial Intelligence in FinTech

                Author

                Dan Brightmore

                Published

                Estimated Read time

                4Mins

                Read in brochure format

                Our cover star Scott Gunther, General Partner at IAG Firemark Ventures, reveals how the company is bringing powerful investments to…

                Our cover star Scott Gunther, General Partner at IAG Firemark Ventures, reveals how the company is bringing powerful investments to life to transform the ways insurance is delivered.

                Read the latest issue of FinTech Strategy here

                IAG Firemark Ventures: Transforming Insurance

                Scott Gunther, General Partner at IAG Firemark Ventures, tells FinTech Strategy how the company is championing key InsurTech investments to transform how insurance is delivered.

                “We realised that if we were going to bring the best of the outside world in, we needed to be a truly global CVC.”

                Publicis Sapient

                Financial Services Director Arunkumar Gopalakrishnan tells us how Publicis Sapient is developing the playbook for delivering successful AI-led digital transformations across the financial services landscape.

                “Working with Generative AI today feels like standing on a new frontier. It keeps us on our toes, but it’s also what drives us – to stay relevant, deliver outcomes and connect both worlds of business and technology.”

                Techcombank

                Chief Strategy & Transformation Officer, PC Chakravarti reveals the operating model, Data & AI foundations, culture and talent playbook, and the partnerships turning ambition into market leading outcomes at Techcombank in Asia.

                “Tech is not the limiting factor – it’s about supporting people and talent to leverage capabilities to enhance business models.”

                CIBC Caribbean

                Deputy CIO Trevor Wood explains how CIBC Caribbean is blending technology, culture, and customer-centricity to deliver seamless digital experiences across the region with a ‘Future Faster’ strategy.

                “We want to lead in every market we operate, build maturity across our practices and be architects of a smarter financial future for all.”

                Nationwide

                Dan Wilson, Head of Customer Journey at the trusted mutual, reveals the strategic ambition driving payments innovation to modernise Nationwide’s platform delivering a resilient and secure financial future for customers across the UK.

                “We’re seeking to modernise the Society’s core infrastructure but also build the tools and features our customers need to help them manage their money and payments.”

                Alexforbes: Transforming & Diversifying Financial Services

                Chief Information Officer, Jan Bouwer, explores the work Alexforbes has undertaken to modernise and expand its financial services for its 1.2 million members and retail customers alike. “Alexforbes can now engage its 1.2 million members more directly, offering a wider range of services.”

                Read the latest issue of FinTech Strategy here

                • Artificial Intelligence in FinTech
                • Digital Payments
                • InsurTech
                • Neobanking

                Author

                Paul Sweeney

                Published

                25 November 2025

                Estimated Read time

                4Mins

                Paul Sweeney, Product Integration Officer at Aryza, explores how AI is reshaping customer engagement in credit and collections — not by replacing people, but by making every interaction more human

                Today, we’re constantly bombarded with requests for our personal data, from market researchers and government census takers to supermarket loyalty schemes that demand we flash a QR code at every checkout. It’s no wonder consumers are tuning out. So, when credit and collections organisations come calling for more information, customers are already halfway to disengaging before the conversation even begins. 

                From Forms to Conversations 

                Today, many forward-thinking organisations are turning to conversational AI to make these interactions feel more natural and less like a chore. Instead of filling out endless forms or providing data step-by-step, AI now enables something far more natural, a dialog. The system intelligently recognising what’s already been shared and gently prompting for what is still needed. It flows better and feels less transactional and more human.  

                Great customer service teams remember what you’ve told them before, pull up your files and data seamlessly, and avoid that infuriating pretence that they don’t know who you are, because let’s face it, nothing frustrates us more than companies we pay money to acting like we’re strangers. 

                The Rise of Everyday AI 

                Customers have long relied on tools like Google to hunt down information, adjusting phrases to get the right results. Now, generative AI has taken that habit to the next level. With platforms such as ChatGPT becoming a top five consumer application, it has started acting as a personal assistant for everything from daily decisions about what to cook for dinner to how to deal with financial dilemmas.  

                For credit and collections, it’s easy to imagine the potential. Simply upload your bills, take a photo of your accounts, and ask it to prioritise payments or even draft a response to the bills you can’t cover yet. It predicts your follow-up questions, suggests next steps, and can whip up a formal letter to your utility provider explaining the delay and what you’d like to happen next. If you haven’t already tried this, do so. It’s an eye opener and a glimpse of what’s coming. In fact, the use of AI is becoming increasingly common for financial advice, as it ranks as the second most common use case (41%)  

                Trusting the Machine: What the Data Shows 

                A recent report by Intuit Credit Karma revealed that 66% of people surveyed have already used generative AI to seek financial guidance, with the highest adoption rates among Gen Z and millennials. It’s a clear sign of the growing level of trust in AI-driven insights, in fact, 80% of respondents said they acted on the advice received and felt it improved their financial situation. However, the findings also underscore a deeper issue, as many people are turning to AI for financial questions, they feel too embarrassed or uncertain to ask elsewhere, highlighting the ongoing need for greater financial confidence and education. 

                Looking ahead, this kind of interaction will become the norm rather than the exception. Each customer will have their own form of AI assistant, one that knows their context, frames the right questions, and guides them smoothly towards their goals. 

                Empowering the People Behind the Screens 

                On the other hand of the equation, customer service staff are getting a major boost from AI too. Good systems now automatically tag and direct incoming messages, prioritising urgent ones from vulnerable customers over the routine inquiries. Conversations are summarised in real time, providing agents with a clear overview of what’s been discussed, how the issue is progressing, and the odds of a positive outcome. These AI tools handle the heavy lifting on volume, spotlighting complexities or trade-offs, ushering in an era where every worker has an AI co-worker. 

                What kind of AI assistant would a contact centre supervisor need? How about a C-suite executive, what features would they require? And if you’re an enterprise architect, would you want part-time reps generating policy docs or asking high-level questions? Probably not. You’d insist on guardrails, strict policies, and complete auditability at every step of AI-driven interactions. Generic AI will deliver generic experiences. For supervisors and decision-makers, AI assistants will also become indispensable coordination and decision-support tools, monitoring performance across teams, flagging bottlenecks, and recommending the best subsequent actions to maintain service quality and compliance. Those that deeply understand the challenges you face across all the lending cycle are best placed to power the AI assistants that you will depend on in the future.  

                The AI revolution is already here, but now’s the time for everyone to zero in on the data, its journey, and the models powering this future. Deep data architecture will be critical: each role, customer, agent, and supervisor requires access to tailored data and AI capabilities that fit their needs. That’s how we move from one-size-fits-all automation to truly personalised, intelligent experiences that improve outcomes for everyone. 

                • Artificial Intelligence in FinTech
                • InsurTech

                Author

                Johannes Kolbeinsson

                Published

                24 November 2025

                Estimated Read time

                5Mins

                Johannes Kolbeinsson, CEO and Co-Founder of PAYSTRAX, on how retailers can protect themselves and their customers from fraud

                According to Bloomberg, if cybercrime were a country, it would rank as the world’s third-largest economy. Behind only the United States and China. And it’s growing. By 2027, global scams are projected to cost the world $23 trillion annually, with one in three people likely to fall victim. Already in the UK, a financial scam occurs once every fifteen seconds on average.

                It is within this backdrop that Black Friday and Cyber Monday have become an increasing focus point for both retailers and scammers. Every year, the digital shopping frenzy grows bigger, faster, and more sophisticated. And so do the criminals who exploit it.

                Black Fraud-day

                Behind the flashing banners of ‘limited-time offers’ and ‘doorbuster deals’ a quieter threat lurks in the shadows of the checkout page: digital payment fraud.

                As customers rush to click ‘buy now’ fraudsters blend into the chaos, exploiting high transaction volumes and confusing customers with highly sophisticated fraud techniques. What was once a celebration of online convenience has, for many businesses, become a test of their cybersecurity resilience.

                This year, the true cost of Cyber Monday and Black Friday may not be measured in discounts, but in data breaches, chargebacks, and lost trust.

                The Warning Signs

                While many expect issues like stolen cards or hacked accounts, one of the most easily overlooked threats actually comes from genuine customers who know how to game the system.

                Friendly fraud, often called chargeback fraud, is when a customer makes a legitimate purchase but later disputes the transaction to claim a refund. High-volume periods like Black Friday create the perfect cover for this, as retailers process thousands of orders at speed and struggle to keep track of every proof of delivery. Because it is hard to prove intent, merchants often lose both the product and the refunded payment.

                Another issue that rises sharply during major sales events is card-not-present (CNP) fraud, where stolen card details are used to make online purchases. With such a large jump in transactions during Black Friday and Cyber Monday, fraudulent activity becomes harder to identify because it blends into the surge of genuine spending. Without a physical card involved, it is easier for fraudsters to bypass standard security checks, especially if retailers remove friction to create a faster checkout experience.

                Retailers also need to look out for account takeover (ATO) fraud, which has been increasing as more people shop through accounts and apps. Criminals use stolen login details to access customer profiles, change passwords, redeem loyalty points or use stored card information to make purchases. Beyond the financial loss, ATO attacks can seriously erode customer trust. Which is even harder to recover than the lost revenue.

                How Retailers Can Protect Themselves Against Fraud

                Protecting customers and safeguarding revenue does not have to come at the expense of a smooth shopping experience. The key is to strike the right balance between security and convenience, especially when order volumes surge over Black Friday and Cyber Monday.

                A good starting point is tightening defences around online payments. Simple measures can go a long way. Strong Customer Authentication and Address Verification Services can help spot suspicious activity early, without placing unnecessary friction on genuine shoppers. For higher value orders or anything that feels ‘off’, a quick email or phone check with the customer can prevent a costly chargeback later.

                Strengthening account security is equally important. Criminals often rely on weak passwords or reused login details to break into customer accounts and make purchases with stored cards or loyalty points. Encouraging customers to use strong, unique passwords and offering multi-factor authentication can dramatically reduce the chances of an account takeover. Retailers can also set up alerts for unusual behaviour, such as repeated failed logins or access from unfamiliar locations, so genuine customers can be protected before damage is done.

                Friendly fraud is harder to prevent because it often comes from legitimate customers rather than malicious actors. That makes clear communication your best defence. Transparent returns and refunds policies, visible during checkout and in order confirmations, help avoid confusion that later turns into a dispute. Keeping thorough records of fulfilment, including delivery tracking and proof of receipt, gives retailers the evidence they need to challenge any questionable chargeback claims. Small touches, such as using a clear and recognisable store name on bank statements, can also reduce “I don’t remember this transaction” disputes.

                Ultimately, the most effective approach is ongoing, not seasonal. Setting up a simple chargeback management process helps retailers learn from disputes, identify patterns, and ultimately reduce risk.

                Where Now?

                As the Cyber Five weekend continues to redefine global retail, it’s also redefining the tactics of digital criminals.

                The same tools that make online shopping faster and more convenient, saved payment methods, one-click checkout, loyalty programs, have become new frontiers for exploitation.

                For merchants, staying ahead means more than offering the best deals; it means securing every step of the digital customer journey. By investing in layered security measures, promoting account vigilance, and maintaining transparent communication with customers, businesses can turn the tide against fraudsters.

                The goal isn’t just to survive Cyber Monday and Black Friday, it’s to build the kind of trust that lasts long after the sales are over. Because in the evolving world of e-commerce, security isn’t a seasonal strategy – it’s a year-round commitment.

                Find out more at paystrax.com

                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Niamh Kingsley

                Published

                21 November 2025

                Estimated Read time

                6Mins

                Niamh Kingsley, Founder & CEO of the the post-digital consultancy firm ace, on the Quantum future for financial services

                Just last week, I sat across from a head of engineering at a major city-based bank and asked about their quantum preparedness. His response? “As far as I’m concerned, that’s science fiction.”

                From my perspective, this view is definitely misguided. But more concerning, it’s also really prevalent. Despite some senior leaders dismissing quantum as a distant concern, their organisations are already exposed to quantum-enabled threats, and their competitors are quietly positioning for advantage.

                Breakthroughs from the likes of IBM, Google, Rigetti, and Quantinuum show the ten-year timeline is a mirage. The quantum threat is not future tense. It is present and accelerating. In the race for computational advantage, the largest institutions are already in the lab. In the race for security, the threat actors are already in your network.

                The time for planning is over, and the time for migration is now.

                The Security Imperative: Your Data is Already at Risk

                When we talk about the quantum threat, we’re primarily talking about Shor’s Algorithm. On a sufficiently large, fault-tolerant quantum computer (CRQC), Shor would break the public-key cryptography (RSA and most ECC) that underpins many secure protocols and systems, including virtually every secure digital communication and transaction globally.

                But here is the critical point: the impact doesn’t start on the day a CRQC goes live; it began years ago the with ‘Harvest/Store-Now, Decrypt-Later (HNDL/SNDL)’ attack vector, where adversaries record encrypted traffic today to decrypt it once quantum capabilities arrive. (Symmetric cryptography like AES is affected differently by Grover’s algorithm, and it is generally mitigated by larger key sizes.)

                Why ‘Harvest Now, Decrypt Later’ is the Real Crisis

                Think about your most sensitive, high-value data:

                • KYC and client records: Confidential information that must remain private for decades.
                • Proprietary trading strategies: Models and algorithms that define your competitive edge.
                • Intellectual property and M&A communications: Data whose confidentiality window extends well beyond the projected arrival of a CRQC.

                Sophisticated adversaries, often state-sponsored, are already harvesting vast quantities of this currently encrypted data. They are storing it, bit by bit, waiting for the eventual arrival of a cryptographically relevant quantum computer, which they will then use to decrypt later.

                This means that data encrypted today will be vulnerable to breach tomorrow. The shelf-life of your confidential information directly dictates the urgency of your response. Any financial institution that relies on current public-key cryptography to protect data with a retention requirement of five years or more is already compromised in principle.

                Post-Quantum Cryptography Migration: Why it’s Non-Negotiable

                A wholesale migration to Post-Quantum Cryptography (PQC), algorithms resistant to quantum attack, is the only defence. This isn’t a simple software patch; it’s a foundational re-architecture of your digital trust layer.

                • What institutions should prioritise: Any data requiring confidentiality beyond a ten-year horizon is at risk. The UK’s National Cyber Security Centre and G7 frameworks explicitly call out finance to begin migration planning now, with several guides targeting 2035 completion for critical sectors.
                • Inventory everything: You cannot protect what you don’t know you have. Conduct a rigorous, firm-wide audit to map every single instance of public-key cryptography, from TLS certificates and VPNs to digital signatures, PKI, and key management systems.
                • Focus on the long-lived: Prioritise the migration of systems protecting data with the longest necessary confidentiality (the HNDL targets) and those that are hardest to change (e.g., embedded systems, legacy code, or critical, highly-available infrastructure).
                • Mandate the standards: Adopt the new, standardised PQC algorithms, such as CRYSTALS-Kyber (for key establishment) and CRYSTALS-Dilithium (for digital signatures), as decreed by global bodies like the US NIST.

                Capturing Computational Advantage

                But here’s what the industry isn’t telling you: whilst you’re busy securing your systems, there’s a competitive dividend waiting for institutions willing to explore quantum’s computational capabilities.

                I’m not talking about vague promises of exponential speedups. I’m talking about targeted, measurable advantages in specific use cases where quantum algorithms demonstrably outperform classical approaches.

                Monte Carlo simulations for derivative pricing, XVA calculations, and Value-at-Risk models are obvious starting points. Amplitude Estimation provides a quadratic speedup over classical Monte Carlo, achieving the same error tolerance with exponentially fewer samples. That means shorter calculation windows, faster intraday rehedging, and material energy savings. For path-dependent options or rare-event tail scenarios, quantum approaches offer better resolution of low-probability events without exploding compute budgets.

                Portfolio optimisation, collateral allocation, and limit setting are fundamentally combinatorial optimisation problems. Quantum heuristics may deliver quality and latency benefits under complex constraints, including funding requirements, capital adequacy, central counterparty margin rules.

                HSBC made headlines deploying quantum algorithms for foreign exchange pricing optimisation. That wasn’t a marketing exercise; it was a proof point that the technology has crossed from research into application.

                But, and this matters, we don’t yet have large-scale, fault-tolerant quantum computers. IBM’s roadmap targets approximately 200 logical qubits by 2029. We’re not there yet. Which means the smart play is running parallel tracks: migrate to PQC now for security; experiment with quantum algorithms in targeted pilots to understand future advantage.

                The pilot framework should be rigorous. Choose use cases where runtime and tail-risk scenarios dominate P&L. Establish measurement frameworks comparing quantum approaches against equal-error, equal-time, and equal-energy classical baselines. Report outcomes honestly. Build institutional knowledge whilst the hardware matures.

                The Competitive Landscape: The Window is Closing

                The quantum era is a global, systemic shift. It is a dual-sided challenge, an existential security risk and an unprecedented performance opportunity.

                We are entering a phase of hyper-competition. The market is already separating into two distinct groups:

                • The value capturers: These are the institutions that have already established quantum governance, initiated PQC pilots, and embedded crypto-agility into their DNA. They will be secure against HNDL, will meet regulatory mandates like DORA, and, crucially, will be the first to operationalise quantum speed-ups in pricing, risk, and optimisation. They will gain an insurmountable performance edge.
                • The vulnerable and disadvantaged: These are the firms facing “crypto-procrastination.” They risk massive compliance penalties, systemic data theft via HNDL, and the competitive disadvantage of relying on slower, less accurate classical models while competitors price derivatives and optimise collateral in real-time.

                The quantum inflection point is not an event on a distant calendar; it is a process happening right now. The firms that act today are building an unbreakable digital fortress while simultaneously designing the algorithms that will define the next decade of finance.

                Don’t wait for Q-Day. Secure your future, then innovate in it.

                Learn more at aceadvantage.io

                • Blockchain & Crypto
                • Cybersecurity in FinTech
                • Digital Payments

                Author

                Raman Korneu

                Published

                Estimated Read time

                5Mins

                Raman Korneu, CEO and Co-Founder of neobank myTU, on how FinTech innovation can push positive payments progression

                In 2025, you’d think payments would move as fast as the businesses they power. But for many digital-first companies (especially marketplaces, lenders, and online platforms) the basic task of reliably moving money in and out is still a daily struggle.

                This shouldn’t be the case. The industry has made huge advances in consumer UX, credit innovation, and embedded finance. But when it comes to back-end operations, FinTech has left too many problems unsolved. The result? A silent drag on growth, unnecessary labour costs, and a persistent erosion of customer trust.

                Broken Payments, Broken Business

                When payments are slow or opaque, everything suffers. Vendor payouts get delayed. Customer refunds take too long. Internal teams lose hours manually checking for confirmation or chasing missing funds. And while the friction is operational in nature, the consequences are strategic: damaged relationships, regulatory risk, and lost revenue.

                Take reconciliation, for example. Many businesses still use spreadsheets to match payment events across bank accounts, payment processors, and internal systems. Others run Slack channels to manually track funds. This makes things slow and leads to a complete lack of real-time, reliable visibility.

                This complexity becomes a serious burden when transaction volumes scale. Time zone differences, batch file delays, poor API support, and siloed software can all contribute to failures or mismatches that cause downstream chaos. According to Modern Treasury’s 2025 Payment Operations report, 98% of businesses still run some payment operations manually, and 49% use five or more systems, making reconciliation slow, error-prone, and expensive.

                The Core Problem: No One’s Talking to Each Other

                It’s not payment initiation that’s broken; it’s what happens after. Money gets sent, but teams don’t know if it landed. Banks don’t notify businesses. Systems don’t talk to each other. In many cases, there’s no real-time feedback loop to confirm what worked, what failed, and what needs action.

                This disconnect is a byproduct of legacy infrastructure and siloed design. Most banks don’t expose real-time payment events, and their APIs (when they exist) are often outdated, cumbersome, or not developer-friendly. This leaves businesses stuck in a limbo where payments can go missing, get delayed, or trigger compliance issues, and no one knows until it’s too late.

                What Better Systems Look Like

                FinTechs are uniquely positioned to solve this, not with dashboards, but with infrastructure that integrates directly into the tools businesses already use.

                Plug-and-play APIs and webhooks are the key. When embedded into CRMs, ERPs, and accounting platforms, they can push real-time payment updates exactly where they’re needed. No more spreadsheet-based tracking, and no more switching between portals.

                The best systems will feel less like platforms and more like invisible plumbing, meaning that they’re always running, always syncing, always up to date. Businesses won’t want to log into yet another dashboard. They’ll expect payments to “just work” within the flows they already operate in.

                Cards Help, But They’re Not the Solution

                Modern business cards can improve control on the front end (think: spend visibility, real-time limits, cash flow planning). But they don’t solve the backend challenge of inter-system communication or reconciliation. What’s needed is a shift in how we think about payments infrastructure. We need to insist on and build for clarity and control after the money moves.

                Why FinTech Hasn’t Solved This Yet

                For years, payment operations have been seen as ‘boring’. That’s why so many startups have chased flashier front-end use cases: crypto, neobanking, buy now/pay later, and super apps. But that neglect is catching up with the industry.

                As the ‘Decoupled Era’ of banking continues to fragment the value chain, the complexity of payments behind the scenes only grows. And with instant payments in the EU projected to surge 10x by 2028 (McKinsey), reconciliation needs to happen in real time, 24/7, without manual input.

                This isn’t a nice-to-have anymore. It’s an operational baseline.

                The Competitive Edge No One Talks About

                Payments should be boring, because they should work flawlessly in the background. But for too many fast-scaling businesses, they’re still one of the most complex and error-prone parts of operations.

                Ultimately this will create a divide. Businesses that build on flexible infrastructure will outpace and outperform those who constantly hit limits and choose to stick to more manual transaction tracking and the guesswork that comes with it. Pulling ahead of the competition isn’t always a matter of out-innovating them. Smoother operations are a way to steadily and quietly outcompete. Fintech is in the position to build this better, and to give smart businesses the edge they deserve

                Raman Korneu is CEO and co-founder of neobank myTU, a fully automated, AI-powered and cloud-first digital bank offering smart, secure, and affordable financial services. With over 25 years of experience in banking, Raman has held senior roles across finance, including consulting roles at Ernst & Young and PwC, where he worked on over 100 projects for over 50 major banks and companies, including Merrill Lynch Securities and Raiffeisenbank. Raman holds prestigious qualifications including an EMBA from Judge Business School at Cambridge University, the prestigious Chartered Financial Analyst (CFA), and ACCA membership. Driven by his passion to tackle problems in traditional banking, Raman leverages his extensive expertise to lead myTU in delivering innovative financial solutions.

                • Digital Payments
                • Neobanking

                Author

                Anthony Yeung

                Published

                20 November 2025

                Estimated Read time

                4Mins

                After a turbulent few years, the crypto sector looks on the cusp of another period of boom. Yet, according to Anthony Yeung, Chief Commercial Officer at CoinCover, the success of this next phase will hinge on embedding responsibility and accountability at its core.

                A few years ago, the crypto sector found itself grappling with a profound image crisis. A series of high-profile scandals, widespread misconceptions about its place within the broader financial system, and a glaring absence of regulatory oversight led many to dismiss the space as a haven for tech-savvy opportunists peddling dubious tokens in a never-ending cycle of ‘get-rich-quick’ schemes.

                Fast forward to 2025, and while some of that baggage lingers, public understanding of crypto and its underlying value has matured considerably. Endorsements from major governments, coupled with rising levels of institutional investment, have helped to temper concerns about crypto’s legitimacy and long-term role in the financial ecosystem. Nevertheless, questions around trust and transparency continue to cast a shadow over its progress.

                A Collective Effort

                It’s clear that crypto remains a hotbed of innovation, much of it focused on attracting more individuals and businesses into the ecosystem. However, alongside the development of cutting-edge solutions, the sector must also dedicate time and effort to rebuilding and strengthening its public image. As we enter this next phase of growth, reinforcing trust and public confidence is just as vital as technological progress.

                At CoinCover, we believe that tackling this trust deficit could be the key to unlocking the next billion users of cryptocurrency. Driving such a shift will require more than just our efforts. As an industry, crypto must urgently find more effective ways to tell its story showcasing not only its value but also its security. A collective, coordinated effort from stakeholders across the ecosystem is essential to reshape public perception and build lasting confidence.

                The Path to the Next Billion Crypto Users

                That sentiment is unlikely to raise eyebrows. From my experience, there’s broad agreement that crypto must do more to manage how it’s perceived by those outside the space. Yet, when it comes to charting a path forward, consensus becomes far more elusive. Chief among the contentious issues is the role of external regulation; a topic that continues to divide opinion across the sector and spark lively debate.

                Unlike just a few years ago, when regulation in the crypto space was minimal, businesses today face a growing list of compliance demands. Moreover, expectations are mounting that regulatory oversight will only become more stringent in the months and years ahead. For many within the sector, this external scrutiny sits uneasily alongside the original ethos and mission of cryptocurrencies.

                Evolution, Not Revolution

                Many crypto OGs acknowledge that the space was born out of a desire for decentralisation, autonomy, and freedom from traditional financial systems. Yet, as with many movements, that founding mission has evolved over time. Today, crypto no longer exists as a siloed alternative but is increasingly integrated into the broader financial ecosystem that supports the modern global economy.

                While for some the merits of this evolution remain up for debate, its reality is undeniable. For those of us committed to broadening access to the benefits of cryptocurrency, this moment presents more opportunity than challenge. In terms of user access, the crypto space has reached heights few could have expected. The ideology that shaped the sector’s early days need not be discarded, but elements of it must evolve to reflect the times we live in.

                Responsible Regulation

                At present, regulation represents the key tension point between these two opposing worldviews. For some, external oversight undermines the very essence of crypto. For others, the wave of incoming compliance offers much-needed validation, a chance for the sector to shed its chequered reputation and re-emerge as a more trusted, credible, and accessible solution for the next billion global users.

                As a long-time crypto enthusiast, I appreciate the merits of both sides of the debate. At the same time, I’m realistic enough to acknowledge that the genie is well and truly out of the bottle. There’s no turning back the clock on regulation – and perhaps nor should there be. While few within the sector would advocate for overly stringent measures, there is a clear and pressing need for measures to be introduced and upheld that incentivise good behaviour across the board.

                Unlocking the Next Wave of Users

                Embracing responsible compliance, and viewing its introduction as an opportunity rather than a threat would mark a positive step forward for the sector. Additionally, it would help initiate the much-needed process of reshaping crypto’s public image: one that reflects a commitment to accountability, long-term growth, and sustainable progress. It could prove crucial as the sector looks to unlock the next billion global users.

                At CoinCover, we’re committed to helping shape the conversation around this issue. In the months ahead, we aim to engage openly with all sides of the debate; from regulators to crypto companies. By fostering dialogue across the ecosystem, we believe we can play a constructive role in helping the sector reach a more balanced, sustainable equilibrium — one that serves the interests of all stakeholders, and most importantly, its users.

                Find out more at coincover.com

                • Blockchain & Crypto

                Author

                Dan Brightmore

                Published

                19 November 2025

                Estimated Read time

                6Mins

                PA Consulting’s payments expert Simon Williams on the seismic shift in cross-border electronic payments with ISO 20022

                November 22nd 2025 marks a turning point in electronic payments. ISO 20022 becomes mandatory for cross-border transactions on the SWIFT network. It requires banks to replace traditional payment messages with a larger, data-rich format called MX. At first glance, it sounds like a technical update – something happening at the edge of banks’ infrastructure. But its impact reaches far beyond compliance. ISO 20022 isn’t just a messaging standard. It opens the door for serious modernisation in banking and finance.

                A New Era for Payments

                For decades, electronic payment messages have relied on formats designed in the 1970s. These are messages with rigid structures, fixed-length fields, and little room for complexity. To convey essential details, banks have often resorted to private codes and workarounds. They are greed between one another to pass on critical information about a payment.

                ISO 20022 changes that paradigm, introducing a richer, more flexible, and globally standardised format. This can carry structured data seamlessly across systems. In doing so, it unlocks opportunities for better fraud detection, customer experience, and operational efficiency. These benefits extend not only to banks, but also their clients and service providers across the financial ecosystem.

                Firms that haven’t properly prepared for the November deadline risk delays, disruption, and rising costs. With SWIFT charging a penalty for every payment message sent in the legacy format. But beyond compliance, many firms are overlooking the opportunities the change poses. Payments are the lifeblood of a bank, and the data they carry is a strategic asset. So how can firms turn the ISO requirement into a competitive advantage?

                Product Owners and Customer Journey Managers

                First, banks should use this moment to strengthen their customer journeys. Starting with a deep dive into customer pain points and breaks in the payment flows. This will involve reviewing existing customer journey maps, analysing complaints data, and gathering fresh qualitative and quantitative customer insights to uncover points of friction.

                For example, unexpected delays in payments or confusion about correct tax reporting and purpose codes are common issues. Data is often at the root cause of these problems. Which is why ISO 20022’s structured data format can help fix issues. Think how tax and fee codes, transaction references, and other enriched fields could reduce ambiguity and speed up processing. Could this avoid the need for banks to contact clients for further information about the correct coding of payments made? Or prevent clients making complaints about delays and fees deducted? Beyond fixing known issues, firms can also use ISO 20022’s richer data to spot patterns. Such as correspondent banks that consistently slow down transactions. And take subsequent steps to address them.

                Money Laundering Reporting Officers (MLROs)

                ISO 20022 could also be a game-changer for economic crime prevention in 2026. Anti-money laundering, transaction monitoring, and other sanctions screening relies on interrogating transactional data. And their effectiveness is often only as strong as the data available.

                Even seemingly simple improvements to data matter. For example, ISO 20022’s structured fields call for addresses to be stored as distinct elements like ‘street name’ and ‘country code’, rather than the generic ‘line one’ and ‘line two.’ This level of precision makes it far easier to flag suspicious activity, like multiple unrelated accounts tied to the same address, or a mismatch between the street name and country code. In other words, ISO 20022 equips banks with the granular data needed to fight financial crime more effectively.

                Legal Entity Identifiers (LEIs) add another layer of value, enabling a specific organisation to be uniquely and consistently identified across borders, which could streamline KYC and sanctions screening processes. However, two challenges stand in the way: legacy platforms may not support ISO 20022 data, and other banks may not send useful data if it’s not mandatory, such as LEIs for non-financial institutions.

                Overcoming these hurdles requires a proactive approach, with banks understanding the potential, prioritising technical upgrades that deliver the greatest compliance benefits, and collaborating with other banks and payment schemes to encourage richer data exchange. The payoff? Reduced compliance burdens and a stronger defence against economic crime.

                Bank Enterprise and Data Architects

                Bank enterprise and data architects have a key role to play in helping other functions understand the richness and potential value of the ISO 20022 format. Today, many banks translate data into and out of ISO 20022 as payments move through their systems. A process that introduces risk and inefficiency. Extending ISO 20022 structures deeper into internal systems avoids these pitfalls.

                Updating customer-facing channels to capture payment instructions in an ISO-compliant format will ensure alignment with the structure of messages transmitted by the bank, avoiding the risks inherent with translation. It will also enable future changes, like annual updates to mandatory fields, to be implemented more easily.

                Thinking of ISO 20022 as a bank-wide data standard opens the door to reducing complexity and preserving data integrity. Ultimately, ISO 20022 can be used to better describe customers, their addresses, and the relationships between parties in a transaction. While it’s only required at the boundary of a bank – where payments are sent to or received from central infrastructure – aligning internal systems with the standard unlocks additional benefits, creating a more open, flexible banking system.

                Corporate Treasurers and Finance Teams

                Looking beyond banks, ISO 20022’s benefits extend to customers, corporate treasurers, accounts payable, and accounts receivable teams. Improved reconciliation, better liquidity management, and greater transparency in payment processing are all within reach. ISO 20022 makes it possible to embed detailed information directly into a payment, down to the invoice line-item level. That level of precision could eliminate misallocated payments or stop transactions from bouncing back because they can’t be reconciled.

                Many ERP systems already support ISO 20022 for both payment initiation and receiving confirmations and statements, making it possible to transmit and receive this enriched data. But success depends on collaboration across the entire payment chain. Customers should be encouraged to embed remittance data into their payments. Banks should ensure this information flows intact through their systems and into payment networks. And IT teams may need to upgrade ERP platforms or enable the use of ISO messages. When everyone plays their part, payments become faster, smarter, and far more reliable – turning payment operations from a source of friction into a driver of value.

                FinTechs

                Fintechs have a natural advantage when it comes to ISO 20022. With fewer legacy constraints, they can embed the standard into their platforms from the ground up – most have been ‘ISO-native’ from day one. The question now is how to turn that technical strength into a competitive edge.

                Consider looking across the customer ecosystem – and internally – to identify opportunities to outperform the competition and deliver benefits to customers. From delivering richer data insights to enabling faster, more transparent payment experiences, firms that move beyond compliance will stand out in an increasingly crowded market.

                Moving Beyond Compliance

                The November deadline marks the end of the readiness phase: most banks have ensured compliance at the boundary, where systems connect to payment schemes. But the real work is only beginning.

                ISO 20022 should not be seen as a technical mandate. It’s a new language for financial information, one that can unlock efficiency, transparency, and innovation across the ecosystem. We are now entering the most exciting phase; the point where true business benefits can emerge. Has your organisation considered where those opportunities lie?

                Learn more at PA Consulting

                • Digital Payments

                Author

                Paul Clarke

                Published

                17 November 2025

                Estimated Read time

                4Mins

                Paul Clarke, Chief Growth Officer at Cashdflows, on how payments infrastructure can support both trust and scale

                The UK’s game of skill, competition and raffle sector is undergoing rapid transformation. While data on the sector is limited, UK Government analysis indicates that 14% of UK adults collectively spend a total of £1.3 billion per year. For comparison, 44% of adults spend an estimated £8.2 billion annually on the National Lottery.

                The same report shows an upward market trajectory with 60% of operators anticipating an increase in ticket sales over the next three years, while only 5% expect a decline. When it comes to the players themselves, 22% have increased their spending in the past year, outpacing the 17% who have reduced theirs.

                Against this backdrop of sustained engagement, fair access to effective payment solutions is essential to support competition among merchants.

                The Payments Layer of Trust and Scale

                As operators mature, they must balance commercial growth with strong operational integrity. Unlike purely entertainment-driven apps, these platforms are rooted in real-money participation, whether through entry fees, prize payouts, or both. This heightens expectations for merchants and consumers around security, compliance, and player protection.

                Payments infrastructure therefore becomes a fundamental line of defence. Tools such as Strong Customer Authentication (SCA) and two-factor authentication (2FA) provide robust safeguards against fraud, account compromise, and unauthorised transactions, reinforcing trust with both consumers and regulators.

                Enhanced checkout features also play a significant role. Pre-populated payment details and secure card-on-file capabilities streamline repeat purchases, reducing manual errors and checkout abandonment. Click to Pay and network tokenisation support secure one-click transactions, improving conversion performance while ensuring PCI compliance.

                Real-time fraud analytics, velocity checks, and dynamic transaction routing help maintain strong approval rates and minimise friction, ensuring legitimate users enjoy a smooth and reliable payment experience.

                From Back-Office Burden to Brand Advantage

                Payments were once viewed purely as a back-end process, a necessary function behind the scenes. Today, they are a frontline driver of user experience and commercial differentiation. Deposits and withdrawals bookend the player journey, so speed, transparency, and seamless execution boost satisfaction, reduce churn, and can become pivotal to brand advocacy.

                In a high-volume environment where microtransactions dominate, even brief delays or failed payments can quickly damage trust. Conversely, efficient transactions turn reliable payments into a competitive advantage – one that encourages repeat play and referrals.

                Powering the Platform Economy of the Future

                The broader creator and competition economy is still in its infancy, with new formats emerging at pace but what unites them is a reliance on secure, scalable, and accessible payment systems. What those that succeed will have in common is whether those payment systems can support growth while maintaining compliance and safeguarding trust. As investment continues to flow into the sector, the platforms that thrive will be those that view payments not just as operational plumbing but as a strategic asset.

                Paul Clarke, Chief Growth Officer at Cashflows, has a wealth of experience successfully leading product, business strategy, and innovation functions in the payments, eCommerce, and digital sectors. He was previously Executive Vice President for Product and Innovation at international payments solutions provider: Network International. Prior to this, Paul held leadership positions at key payment organisations, such as Barclaycard, Elavon, and Worldpay. Having joined Cashflows in 2021, Paul is responsible for leading the product proposition, strategy, go to market and delivery functions of the business. 

                About Cashflows 

                Cashflows is a new breed of FinTech payments company that makes it easy for small corporates and SMEs to accept card and digital payments – online, in store and on the move. 

                Through its own acquiring platform and gateway, Cashflows provides a safe, secure ecosystem for processing payments right across Europe. Cashflows products and services are built with the latest technology and the future in mind, always to meet the specific needs of partners and customers. 

                Learn more at www.cashflows.com  

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                13 November 2025

                Estimated Read time

                3Mins

                The Card & Payments Awards Middle East will be taking place on Thursday 5th April 2026 at Atlantis – The Palm in Dubai. Entries are open now and close in December.. Book your table for the Awards now!

                The Card & Payments Awards is among the leading networking events of the year for the Middle East card and payments industry. With over 1,100 guests attending on the night, from over 300 different companies, and with a compelling list of blue-chip sponsors. Enter here and book your tables now.

                Recognising Excellence and Innovation in Payments

                For two decades, The Card & Payments Awards has stood as the premier networking event for the UK and Irish card and payments industry. The event was founded 20 years ago by Michael Harty.

                Building on this legacy of success, 2025 marked an exciting expansion with the inaugural Card & Payments Awards Middle East. Hosted in Dubai on April 17th, 2025, at the prestigious Ritz-Carlton, DIFC, this highly successful event celebrated best practice, innovation, and excellence within the region’s dynamic card and payments sector. It provided an invaluable networking platform, connecting key players and fostering new partnerships and collaborations to drive continued innovation across diverse verticals.

                The Card & Payments Awards Middle East welcomes entries from credit, debit, prepaid, and charge card issuers, co-brands, merchant acquirers, payment processors, retailers, and other payments companies worldwide offering programs or initiatives within the Middle East. With a range of categories covering essential disciplines, the awards offer organizations a significant opportunity to showcase their achievements and contribute to a vital industry platform that recognizes and rewards the best in the Middle East.

                Why Enter

                Entering your company for an Awards Programme is a fantastic opportunity to showcase your achievements to the industry, while benchmarking against your competitors. Ultimately success at the Awards can be leveraged on consumer facing communications.

                Some of the many reasons to consider an entry are listed below.

                • A mark of quality assurance from the leading & longest-standing Awards in the industry
                • Increase your brand exposure through media & PR coverage
                • Increase your profile with top industry blue chip companies
                • Increase your credibility and gain trust from consumers
                • Differentiate your brand
                • Gain a competitive edge
                • Benchmark against others in the industry
                • Drive best practice
                • Receive recognition, network & celebrate with others in the industry.

                Putting together an entry can seem a daunting task, so if you aren’t sure where to begin, get in touch with us and we will be able to advise.

                Enter here and book your tables now to celebrate the industry’s biggest achievements, whilst meeting the key players from across the sector in the Middle East.

                • Event Newsroom
                • Events

                Author

                Alex Carteau

                Published

                Estimated Read time

                5Mins

                Stock Investing has become increasingly popular over the last few years. The self-directed investing trend is in full swing and…

                Stock Investing has become increasingly popular over the last few years. The self-directed investing trend is in full swing and retail investors are looking for smarter and better ways of looking at the markets to identify winning stocks. A plethora of web services and chats now exist solely to service this market. Many of these services process the same limited types of data, such as market prices and tape, fundamental data, filings or even news sentiments.

                Navigating Investment Services

                How can investors navigate this crowded landscape of services? It all depends on what the investor is looking for. Broadly, there are three levels of investing behaviour and tools:

                Level 1: The Stock Tip. 

                This investor just wants a stock tip – simply what to buy and when to sell without trying to understand the why. He may “ask the audience” and use a Telegram chat or Discord chat service for that, “phone a friend” who just takes a “50/50” guess. The platforms providing these services are usually unsophisticated operations often with one or two individuals animating a series of chats. Speculation, misinformation and meme stock “pump and dump” schemes are frequent.

                Outcome: This looks great on the surface as the user gets an immediate stock tip, but what happens later is worrying. The investor will have no idea about when to sell since they did not work to understand the real reasons of why the trade has been initiated in the first place.

                Level 2: Raw and Calculated Data

                The investor relies on data platforms for  research and to decide how to identify promising candidates. From Yahoo Finance to Investing.com, many platforms offer raw and calculated data in tables and charts. These include financial data from the company (either as reported or harmonised), analysts’ recommendation price targets or estimates, company filings (13F, Form 4, 8k …) even public databases of senatorial and congressional registered trades.

                This overabundance of data can create information overload, sometimes leaving users more confused than when they started. With hundreds of fields and ratios, it takes significant financial literacy and experience to know where to look, which metric to focus on and the ones to leave out. Coupled with the information already available via a brokerage platform, often the investor is now facing a “wall” of data. Recently, new conversational AI tools that use natural language have been touted as game changers that can make sense of it all. Unfortunately these tools come with their own limitations and biases that are not always visible..

                Outcome: The investor is more confused than at the beginning of the process, unless he is trained in using the right metrics for his analysis, this is a losing game. These ChatGPT-like platforms bring a false sense of intelligence as they combine news and data from various sources in a nice summarized paragraph, which is neither reliable, accurate or fool-proof.


                Level 3: Derived Proprietary Data

                At this level, the investor would turn to a team of financial market professionals who would generate proprietary rating or scoring for each stock helping an investor focus on the right opportunities.

                These methodologies are either “proven” or “tested” representing many years of financial market expertise. This layer of human experience makes all the difference in generating valuable insights. Investor’s Business Daily has one of the best known services, providing ratings alongside a respected news bureau that has helped investors for decades.

                This approach is probably one of the best for a serious investor – one that would consume this proprietary derived data and combine it with news and other market events for a comprehensive investing picture.


                Level 4: LLMs

                This level of investing is where not only human experience and skills are in the mix but also Large Language Models processing vast amounts of unstructured data. It is processed from news or filings for a comprehensive view of market conditions and sentiment from text based data. It also brings the most important “human insight” contained in the ranks and scoring in the service.

                Stock Investing Solutions

                Beyond this vertical hierarchy, there is also a horizontal challenge; that is that the breadth of data is also an issue. Many platforms provide their own niche services, such as focusing on 13F filings, a specific technical analysis, earnings estimates or option flow. As a result, investors often end up subscribing to several services to gain a comprehensive view of the market.

                The solution: a flexible, comprehensive platform that delivers everything an investor may need including scoring, rankings and proprietary indicators but while integrating AI models to enhance and supercharge research efforts.

                Making data meaningful is the future of investing. Human expertise can be blended with intelligent technology, while modern platforms close the intimidation gap between professional insight and everyday understanding. The world is overflowing with information and trustworthy innovation lies in simplification.

                Alex Carteau is the CEO and Founder of EPSMomentum, with more than 25 years of expertise in financial market software across Asia, Europe, and the United States. He spent more than a decade at Bloomberg, advising investment managers through advanced data and market insights. Following his work on Bloomberg’s specialised equity derivatives team, he expanded his career with leadership roles at RaisePartner and TradingScreen.  

                At EPSMomentum, Alex applies his deep knowledge of hedge fund technology, stock-picking analytics and trading systems to create tools that simplify investing for everyday investors. Drawing on his background in financial technology, his work emphasises clarity and actionable insights. With a drive to challenge outdated approaches, he is committed to providing investors with professional-level resources and advancing the evolution of smarter investing drawing on insight gained over decades of experience.  

                • Artificial Intelligence in FinTech
                • Blockchain & Crypto
                • Embedded Finance

                Author

                Dan Brightmore

                Published

                12 November 2025

                Estimated Read time

                3Mins

                In FY25, Juspay’s daily transaction volume grew from 175 million to over 300 million, with annualized TPV rising 150% from $400 billion to $1 trillion currently

                Juspay, a leading multinational payments tech company has announced a profitable FY25. Reporting a net profit of $14 million, before exceptional items and tax. The company achieved its highest ever revenue of $61 million, reflecting a 61% year-on-year growth. Juspay attributed this strong performance to sustained growth in digital transaction volumes, an expanding client portfolio, enhanced operational efficiency, and global market expansion.

                Robust Financial Results

                The robust financial results were complemented by significant operational milestones. In FY25, the company’s daily transaction volume grew from 175 million to over 300 million, with annualised total payment volume (TPV) rising 150% from $400 billion to $1 trillion currently. The growth was driven by the addition of several leading merchants and banks to its global network – such as Agoda, Amadeus, HSBC, Tiket, Zurich Insurance, etc. – as well as greater operational efficiency achieved through a significant optimisation of software infrastructure costs.

                On the back of this growth, Juspay also expanded its international presence with new offices across the US, Europe, APAC, and LATAM. With long-standing partners such as Amazon, Flipkart, Google, IndiGo, Swiggy, Urban Company, Zepto, and more, Juspay continues to strengthen its position as a trusted payments infrastructure provider powering the next phase of digital commerce worldwide.

                “Our continued growth underscores the strength of our products, people, and partnerships. We achieved profitability while expanding our global footprint and strengthening key partnerships. Looking ahead to FY26, we will continue to invest on building secure, interoperable, and next-gen infrastructure that powers seamless experiences for enterprises, banks, and consumers alike. We are committed to sustainable growth, driven by deep innovation in technology.”

                Sheetal Lalwani, Co-founder & COO of Juspay

                Juspay 2026 Plan

                Juspay’s annual operating plan for FY26 projects continued investment in future-ready innovations. Meanwhile, sustaining profitability, driven by product development, global expansion, and deepening AI capabilities. The company is advancing innovations across key focus areas:

                • Transforming paymentswith orchestration across high-growth verticals worldwide, like airlines, hotels, OTAs, e-commerce, and more – enabling global connectivity and reach.
                • Empowering global banks with next-gen payment acceptance infrastructure designed for scalability, reliability, and seamless merchant experiences.
                • Advancing agentic commercewith context-aware, end-to-end purchase flows in AI-native environments, creating secure and frictionless buying journeys.
                • Leading authentication innovationwith passkeys and biometrics, strengthening security and compliance while delivering a faster, more intuitive user experience.

                Broadening International Presence

                Building on this momentum, Juspay aims to broaden its international presence. And strengthen its client portfolio through strategic partnerships across key markets. The company will continue to invest in next-generation payment innovations globally. Including biometric payments in Brazil’s Pix ecosystem, its open-source orchestration platform Hyperswitch, and a suite of technologies that enable frictionless and secure digital payments. Juspay is also expanding its infrastructure solutions for global banks. It boasts a modern acquiring stack designed for reliability, scalability, and agility.

                Juspay has a strong focus on technology and engineering excellence and close collaborations across the ecosystem. It is well-positioned to stay ahead and continue delivering cutting-edge payment solutions.

                • Digital Payments

                Author

                Alan Jones

                Published

                11 November 2025

                Estimated Read time

                5Mins

                Alan Jones, CEO and Co-Founder, of YEO Messaging, on the need for secure communications platforms with continuous identity verification

                When it comes to cybersecurity, the financial sector is among the most heavily regulated globally. Yet even as banks invest billions in network protection and data encryption, they continue to fall at a surprisingly low hurdle: how their own people communicate.

                In the last three years, global regulators have issued fines totalling more than $2.6 billion against financial institutions. For failures in record-keeping and the misuse of consumer messaging platforms. Behind those headlines sits a deeper systemic issue: the tools most employees use every day were never designed for regulated finance environments. 

                Consumer messaging apps and collaboration tools excel at convenience. But this convenience and familiarity come at the cost of compliance. These platforms lack audit trails, administrative controls, and the data-sovereignty guarantees demanded by frameworks such as MiFID II, GDPR, and DORA. Messages can be stored across multiple jurisdictions, copied, forwarded, or deleted, usually beyond the institution’s knowledge or control.

                For compliance officers, that creates an impossible paradox. A conversation that starts as an innocent customer query can instantly become a recordable financial interaction. If it happens outside the approved communication environment, the financial institution has already breached its obligations.

                The Financial Conduct Authority (FCA) and the U.S. Securities and Exchange Commission (SEC) have both made it clear that ignorance is no defence. Whether the messages were business-related or personal, institutions are accountable for maintaining complete, retrievable records of communications by their staff. 

                The Multi-Billion-Dollar Messaging Gap

                The operational and reputational damage of these breaches goes far beyond fines. Investigations can cost millions in legal fees, divert resources for months, and erode customer trust overnight. 

                Another avenue to consider is the increased impact of cyber incidents, especially ransomware. What’s needed, especially in the first 48 hours of any attack, is an out-of-band communications channel from which management and responders can crisis-communicate with confidence and prove responses after the fact. According to IBM Security’s 2024 Cost of a Data Breach report, the financial industry now suffers the highest remediation cost per incident, averaging $6.08 million. This is primarily due to the sensitivity and volume of information exposed through unmonitored channels. 

                Meanwhile, legacy systems such as email and call centres offer little relief. They’re slow, fragmented, and vulnerable to both human error and social engineering. The result is a growing communications gap. Institutions are caught between regulatory risk on one side and the demand for instant, mobile-first customer interaction on the other.

                From Data Protection To Identity Protection

                The next phase of compliance will hinge on something more profound than encryption and identity verification. Knowing who is actually behind each message has become as important as securing the message itself. When consumer apps are used, only the device is verified, not the person. This is a critical distinction. Traditional platforms authenticate a user once, at login. After that, anyone with access to the device – whether a colleague, a contractor, or a cybercriminal – can read or forward sensitive data. It’s a blind spot that regulators increasingly view as an unacceptable risk.

                By contrast, identity-verified messaging introduces a continuous layer of assurance. At YEO Messaging, we’ve developed patented Continuous Facial Recognition technology that biometrically validates the authorised user in real time. If the user steps away or an unauthorised face appears, messages blur instantly, preventing exposure even on a compromised device. Consider also, sadly, especially in London of late, the impact of device theft (80,000 iPhones were estimated to have been stolen in the last year alone and shipped to China to overcome their Internet firewall restrictions).

                Combined with geofencing to restrict message access by location, screenshot blocking, and invite-only network controls, this approach ensures that compliance is enforced not just by policy, but by the technology itself.

                Turning Compliance Into A Competitive Advantage

                Forward-thinking financial institutions are already realising that regulatory resilience can be a differentiator. A secure, identity-verified communication channel not only prevents breaches but also builds confidence with clients and regulators alike.

                Instead of chasing retrospective audit trails, banks can demonstrate proactive compliance: every interaction is automatically encrypted, archived, and attributable to a verified individual. For customers, that translates into trust, knowing that sensitive transactions and discussions are protected from interception, impersonation, and insider threat.

                And for the business, it delivers tangible efficiency gains. Secure, unified messaging across teams and devices eliminates the sprawl of shadow IT while cutting operational costs associated with manual monitoring and data recovery.

                The Regulator’s New Focus: Communication Integrity

                The conversation within global financial oversight bodies is shifting. From London to Paris to Basel, regulators are converging on the same message: communication integrity is no longer optional. The Financial Conduct Authority (FCA) in the UK, the European Banking Authority (EBA) in France, and the Basel Committee on Banking Supervision (BCBS) in Switzerland are all broadening their guidance beyond data security to focus on proof of identity and control.

                This emerging principle of communication integrity, the ability to verify, in real time, that every message originates from a legitimate, authorised source and remains under institutional control throughout its lifecycle, marks a significant evolution in compliance thinking. The message itself is no longer the sole concern; the continuity of trust around that message is what matters.

                Identity-verified communication is rapidly becoming the benchmark for meeting this new expectation.

                Bridging Security & Experience

                Regulation doesn’t have to come at the expense of usability. The institutions that will thrive in this new landscape are those that integrate compliance into the user experience, not bolt it on afterwards.

                Today’s banking and insurance customers, especially digital-native generations, expect to interact with their banks as easily as they do with friends on devices. The challenge for fintech leaders is to meet that expectation securely. Platforms that combine military-grade encryption with seamless biometric verification enable both.

                A Closing Thought

                Non-compliance is no longer a technical glitch; it’s a board-level risk with financial, reputational, and ethical dimensions. The good news is that the tools to close the messaging gap already exist.

                By embedding identity verification, auditability, and privacy-by-design into every communication, financial institutions can transform compliance from a reactive burden into a proactive safeguard and in doing so, rebuild the foundation of trust upon which modern finance depends.

                Alan Jones is the CEO and Co-Founder of YEO Messaging, a UK-based secure communications platform that is pioneering continuous identity verification for regulated industries.

                • Cybersecurity in FinTech

                Author

                Aisling Harney

                Published

                10 November 2025

                Estimated Read time

                4Mins

                The finance industry is at a crossroads. With burnout reaching critical levels, Aisling Harney, Senior Director of International Finance at OneStream, examines whether AI will ease the pressure or amplify it

                As AI and automation accelerate, how can finance leaders future-proof their teams, creating a culture where people feel more empowered, resilient and fulfilled?

                Burnout in Finance: A Growing Crisis

                Burnout in the finance department is certainly nothing new, but it’s reaching unprecedented levels. Long hours, relentless reporting cycles, and high-stakes decision-making have created a culture of chronic stress. A recent study from OneStream reveals 57% of finance professionals in the UK have experienced burnout firsthand.

                This growing pressure is not only affecting current finance teams, but it’s also threatening the talent pipeline. Almost half (45%) of finance professionals identify concerns over work-life balance and burnout as one of the biggest barriers stopping the younger generation from entering careers in finance.

                This creates a worrying paradox. Just as the finance function is expected to rapidly evolve – becoming more strategic, tech-enabled and insights-driven – the very people needed to drive that transformation may be deterred, fearing burnout before their journey even begins.

                The AI Learning Curve

                Finance teams are under immense pressure to steer their organisations through uncertainty. AI and automation tools are often positioned as the solution – a way to streamline operations, reduce manual work and unlock deeper insights. But the reality is often more complex.

                New technologies often bring steep learning curves, shifting expectations and increased scrutiny. The need to adopt and adapt, while still delivering on day-to-day responsibilities, can create added strain.

                Finance teams need AI that is reliable, transparent and purpose-built – tools that integrate seamlessly into existing workflows without adding complexity. The goal isn’t to turn finance professionals into technologists, but to empower them with intelligent systems that support better, faster decision-making.

                A Generational Divide

                According to our research, nearly seven in 10 finance professionals (69%) have noticed generational differences in the workplace. The top causes? Adoption of new technology and work-life balance.

                Younger professionals are entering the workforce with high levels of digital fluency and an appetite for innovation. A reported 89% of finance students say they have enough experience with AI to integrate it into their work. However, just 54% of management-level professionals have the same confidence.

                While younger employees push for transformation, seasoned professionals may struggle to keep pace, creating tension and misalignment. Bridging this gap will be essential for building resilient, effective finance teams.

                Building Resilient, Future-Ready Finance Teams

                Will AI be the solution to burnout, or another source of stress? The answer lies in how it’s implemented.

                When deployed thoughtfully, AI can be a powerful ally. AI-powered forecasting tools, for example, can eliminate hours of manual data consolidation and analysis. This allows teams to focus on strategic planning. But if employees feel ill-equipped to use these tools, or if they see automation as a threat to their job security, anxiety will rise.

                The challenge for finance leaders isn’t just rolling out AI tools, but embedding them into a culture of inclusive learning and support. To truly future-proof their teams, leaders must prioritise thoughtful change management that empowers people, not just processes.

                So, what does this look like in action?

                • Purpose-built platforms: Only when AI is designed with finance in mind does it become a true enabler, helping teams meet rising expectations without compromising on accuracy or control. Investing in platforms that automate routine tasks to allow a greater focus on more strategic work will be crucial for attracting and retaining top young talent.
                • Continuous upskilling: Make learning a constant, not a checkbox. Invest in ongoing, practical training programs that build AI confidence across all levels. Think microlearning, peer mentoring and hands-on labs that make AI feel accessible, not intimidating.
                • Inclusive transformation: Ensure digital transformation doesn’t widen existing gaps. This means proactively supporting women, underrepresented groups and mid-career professionals in adapting to new technologies through equal access to training, visible role models, and inclusive tool design and rollout.
                • Wellbeing as a strategic priority: Recognise burnout as a business risk rather than a personal failing and embed wellness into organisational culture. This might take the shape of flexible work models, access to mental health support and leadership that models balance.
                • Redefining success: Embrace a broader definition of success that includes team wellbeing and adaptability alongside productivity and efficiency metrics. When AI is aligned with meaningful, creative work, teams are more likely to adopt it – not just for greater output, but for greater impact.

                A Turning Point for Finance

                The finance industry stands at a pivotal moment. Burnout is real, and the talent pipeline is fragile. AI offers immense potential, but only if it’s harnessed with empathy and foresight.

                To thrive in this new era, finance must evolve – both in terms of tools and mindset. This means embracing AI not as a replacement, but as a partner. It means building cultures where people feel empowered, not exhausted. And it means ensuring that the future of finance is not just tech-powered, but human-centred.

                • Artificial Intelligence in FinTech
                • InsurTech

                Author

                Robert Kraal

                Published

                6 November 2025

                Estimated Read time

                6Mins

                Robert Kraal, Co-founder of Silverflow – a cloud-native payments platform designed to reduce cost and complexity while enabling innovation – examines the future for merchants and digital payments

                There are dozens of examples of companies, and even whole industries, that have failed because they simply weren’t aligned to what people wanted. Nobody in 1985 was desperate for Coke to taste different. In 2001 no one needed a self-balancing electric scooter. And nobody in 2021 needed to have their ownership of JPEG images recorded on the blockchain. The history of business contains many instances of ideas that seemed to emerge fully formed from the minds of their creators rather than as responses to genuine needs.

                The payments industry might not make as many headlines. However, it is just as full of companies that don’t seem to address any real need on the part of merchants. Too many providers build technology in search of a market, rather than starting with a clear understanding of the challenges merchants face.

                As payments evolve, that misalignment becomes more visible. Merchants today operate in an environment defined by thin margins, rising costs, and fast-changing customer expectations. Payment Service Providers (PSPs), PayFacs, acquirers, and processors that fail to adapt risk losing touch with what truly matters. Enabling merchants to grow their business efficiently, securely, and globally.

                So, what do merchants really want from their payments technology – and how can the industry close the gap between expectation and delivery?

                Beyond ‘Just Getting Paid‘

                At first glance, payments can appear to be a simple utility. Money goes in, money goes out. Merchants want to get paid quickly and cheaply – and nothing more. But that view misses the larger strategic role payments play in business operations.

                Cost certainly matters. With corporate bankruptcies at a fourteen-year high and economic uncertainty still weighing heavily, cashflow is critical. Even a small reduction in processing fees can make a difference over time. But “low cost” doesn’t automatically equal ‘good value’.

                Think of it like buying cheap shoes: they may save money upfront, but if they wear out quickly, the total cost of ownership is higher. The same principle applies to payments infrastructure. The right technology can reduce friction, improve customer experience, and unlock new revenue streams. Far outweighing a slightly higher transaction fee.

                For many merchants, payments are not just a back-office function but a strategic lever. The ability to expand into new markets, optimise acceptance rates, or adapt quickly to new consumer payment preferences can directly influence growth.

                What Merchants Say Frustrates Them Most

                Across industries, merchants face a familiar set of pain points when dealing with payments providers. These often include:

                Lack of transparency and control over fees

                Slow onboarding and inflexible contracts

                Poor technical support and inconsistent service levels

                Limited access to useful payment data and analytics

                Outdated systems that make innovation difficult

                In short, merchants feel constrained by legacy processes and opaque systems that fail to match the agility of their wider digital operations.

                What Merchants Want Now

                To move beyond seeing payments as a commodity, providers must understand the specific outcomes merchants are trying to achieve. In practice, that means focusing on five key areas:

                Higher Acceptance Rates and Fewer False Declines

                Every false decline represents lost revenue and potential long-term damage to customer loyalty. According to Aite-Novarica, merchants lose billions each year to legitimate transactions mistakenly flagged as fraudulent.

                Often, these issues arise from outdated or overly rigid risk rules, or from poor visibility into the transaction lifecycle. Merchants need access to data and tools that help identify patterns, adjust rules dynamically, and balance security with customer experience. Smarter fraud management – not just stricter – is key to protecting revenue.

                Faster Access to New Payment Methods

                The payments landscape is diversifying rapidly. Account-to-account (A2A) transfers, Buy Now Pay Later (BNPL), mobile wallets, and super-apps are reshaping how consumers pay.

                For merchants, staying relevant means supporting the methods their customers actually use – without long integration times or complex vendor dependencies. Providers that can onboard new payment types quickly and seamlessly give merchants a crucial competitive advantage.

                Simplified Cross-Border Payments

                Global expansion is a natural ambition for digital-first businesses, but cross-border payments remain a major operational headache. Local regulations, currency management, and consumer habits vary dramatically between markets.

                Merchants want simplified access to local payment methods, along with dynamic currency conversion and compliance tools that minimize friction when operating internationally. A provider that can simplify this complexity – through unified access to multiple schemes and currencies – creates tangible value beyond simple processing.

                Intelligent Payment Orchestration

                Many large merchants now work with multiple acquirers and payment processors to optimise cost, performance, and redundancy. But without an orchestration layer to intelligently route transactions, they risk inefficiency and downtime.

                Modern payment orchestration platforms can automatically send each transaction through the most cost-effective or reliable channel in real time. That capability depends on robust infrastructure – not a tangle of APIs and patches. Merchants increasingly expect their providers to offer orchestration as a native feature, not an afterthought.

                Modern, Cloud-Native Infrastructure

                This is where the real bottleneck lies. Many PSPs and acquirers still operate on systems designed decades ago – architectures built for a different era of commerce. They’ve been maintained with patches, middleware, and manual workarounds that make innovation slow and integration difficult.

                Merchants now expect cloud-native systems that are modular, scalable, and API-driven. Platforms that deliver real-time data visibility, analytics, and adaptability – allowing merchants to build and evolve without being constrained by legacy code.

                Providers that cling to old systems risk not just technical debt, but strategic irrelevance. Payments infrastructure should be an enabler of innovation, not an obstacle.

                Rethinking the Infrastructure Layer

                The issue isn’t that modern payment solutions don’t exist – they do. The problem is that too many are bolted onto outdated foundations. Layering new features onto old systems is like fitting a Formula 1 engine into a 1970s chassis: technically possible, but structurally unsound.

                The future of payments lies in rethinking the infrastructure layer entirely. That means building platforms that are natively cloud-based, flexible by design, and ready to integrate with tomorrow’s technologies.

                Modern infrastructure enables:

                • Faster onboarding and deployment
                • Greater transparency into transaction data and fees
                • Easier compliance with evolving regulations
                • Continuous innovation without system downtime

                This shift isn’t just technical – it’s strategic. It’s about giving merchants the confidence that their payment systems can scale with them, wherever their business goes next.

                A New Standard for Payments

                The payments industry has reached an inflection point. Merchants no longer see payments as a commodity or cost centre – they see them as a growth driver. Providers that continue to build products in isolation from merchant needs will fall behind.

                Success will come to those who build with a merchant-first mindset: reducing barriers, improving performance, and enabling future growth.

                The question for every PSP, PayFac, and acquirer is no longer “What features can we add?” but “Are we ready to deliver what merchants actually need?”

                About Silverflow

                Silverflow is a new kind of payment processing platform designed for today’s payment needs and fit for the future. A cloud-native solution with a single API to the card networks. One platform with one connection. Reducing cost and complexity, easy to use, data-rich, Silverflow frees you to innovate. Find out more at silverflow.com

                Co-founder Robert Kraal is one of the few people in the world with over 20 years of experience in online payments.

                After completing his degree in Geophysics, he started his career at Bibit, the first global Payment Service Provider (PSP) which was acquired by RBS/Worldpay. At RBS/Worldpay he went on to lead account management, before moving on to Google Netherlands. He joined Adyen in 2010 in the role of COO, where he was responsible for building and running the global acquiring and processing service.

                As the Business Development lead at Silverflow, Robert is responsible for maintaining relationships with the card schemes, acquirers, PSPs and regulators.  

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                4 November 2025

                Estimated Read time

                2Mins

                Continuing its longstanding partnership, Klarna expands its debit card offering to 15 new European markets, powered by Marqeta and Visa’s Flexible Credential technology

                Marqeta, the modern card issuing platform, has announced it is working with Klarna, the global digital bank and flexible payments provider. This will expand the Klarna Card into 15 new European markets. The launch extends Marqeta’s long-term partnership with Klarna and leverages Visa’s Flexible Credential (VFC) technology. It enables customers to choose between paying now or later, all through a single debit card experience.

                Through one integration with Marqeta’s platform, Klarna is able to accelerate time-to-market and scale efficiently across multiple countries. The Klarna Card is currently rolling out in the UK, Denmark, Germany, Norway and Poland. It is already available in Austria, Belgium, Finland, France, Ireland, Italy, the Netherlands, Portugal, Spain, Sweden, and the U.S.  

                “At Klarna, we believe everyday spending should be simple, flexible, and fair. Together with Marqeta and Visa, we’re redefining how people pay across Europe, combining the simplicity of debit with the power of pay-later options in one seamless experience. The Klarna Card gives consumers a smarter, more transparent way to manage their money, on their terms.”

                David Sandström, Chief Marketing Officer at Klarna

                Klarna Debit Card

                This new expansion follows the successful U.S. launch of the Klarna Card in June 2025, and builds upon Marqeta and Klarna’s long-term partnership. In July 2024, Marqeta became the first issuer processor in the U.S. certified for Visa Flexible Credential. 

                “We’re proud to enable Klarna’s European expansion with the deployment of Visa Flexible Credential in Europe. This rollout across 15 new markets demonstrates the power of Marqeta’s platform to advance innovation at scale, and we’re eager to continue growing our partnerships with Klarna and Visa to meet evolving expectations for what’s possible in payments.”

                Rahul Shah, Chief Product and Engineering Officer, Marqeta

                Marqeta’s platform empowers industry leaders like Klarna to create fully customised card programs using the latest innovative payment solutions, achieving significant scale without sacrificing control. 

                About Marqeta 

                Marqeta (NASDAQ: MQ) makes it possible for companies to build and embed financial services into their branded experience—and unlock new ways to grow their business and delight users. The Marqeta platform puts businesses in control of building financial solutions, enabling them to turn real-time data into personalized, optimized solutions for everything from consumer loyalty to capital efficiency. With compliance and security built-in, Marqeta’s platform has been proven at scale, processing nearly $300 billion in annual payments volume in 2024. Marqeta is certified to operate in more than 40 countries worldwide.

                About Klarna 

                Klarna is a global digital bank and flexible payments provider. With over 111 million global active Klarna users and 2.9 million transactions per day, Klarna’s AI-powered payments and commerce network is empowering people to pay smarter with a mission to be available everywhere for everything. Consumers can pay with Klarna online, in-store and through Apple Pay & Google Pay. More than 790,000 retailers trust Klarna’s innovative solutions to drive growth and loyalty, including Uber, H&M, Saks, Sephora, Macy’s, Ikea, Expedia Group, Nike and Airbnb.

                • Digital Payments
                • Neobanking

                Author

                Joe Gibson

                Published

                3 November 2025

                Estimated Read time

                4Mins

                Joe Gibson, Director of Digital Transformation at 4C Associates, on finding the most efficicient approach to change

                Procurement and finance are running faster than ever. But speed without direction creates fragility. Too many functions live in a state of digital liminality. One foot in legacy processes, one foot in untested tools. Artificial intelligence, in particular, has become the shiny object. To some, it’s the golden bullet. To others, it’s an overwhelming distraction driving what can only be called transformation dissonance

                The scale of technology adoption is staggering. Organisations now run on an average of 371 SaaS applications in 2025. Up from 242 in 2023 (Demand Sage, 2025). Procurement alone uses 10–15 distinct solutions – from contract management to e-invoicing. A number expected to grow by 40–50% by 2030 (ZipDo, 2025). Yet more tools don’t mean more transformation. They often mean fragility.

                Managing Transformation Through AI

                This is where organisations fall into the trap of digital distraction, perpetually chasing every new tool without building the foundations. The antidote? Practising AI-second thinking.

                AI-second thinking means resisting the impulse to make AI (or any tool) the first solution. Instead, it starts with problem definition, governance, data integrity, and people. AI and digital tools come second, as enablers of a well-designed operating model.

                Contrast this with digital distraction: prioritising tools over transformation, dashboards over clean data, or bots over process discipline. This is all corporate noise. It’s a distraction.

                Digital distraction means prioritising new tools. Think flashy dashboards, or shortcuts over the work that makes change sustainable: clean data, aligned teams, risk controls, and scalable systems. It’s tempting. After all, who doesn’t want automation, AI, or speed?

                But when procurement or finance leaders adopt these without embedding them into a robust operating model, the downside can be severe.

                Real-World Examples of Fragile Fixes

                • Bournemouth Council – Hastily replaced an SAP ERP with Oracle. They estimated full implementation costs of £39million. Unfortunately, and after an addition £90million was pumped in, it still wasn’t live. Poor governance, project management and lack of in-house expertise were to blame (CIO, 2025)
                • Target Canada – Rushed supply chain and procurement system rollouts led to empty shelves and overstocked warehouses. With $2bn in losses, Target exited Canada entirely. A classic case of speed without structure (Dolfing, 2019)
                • Unilever – A positive contrast. Unilever integrated supplier risk, ESG, and compliance into a single platform. But it wasn’t just about a technology deployment. Governance, supplier collaboration, and structured rollout ensured resilience instead of fragility (Unilever, 2022).

                The difference? Unilever practised AI-second thinking. The tools followed strategy, not the other way around.

                Distractions cause fragility. But what enables fragility?

                1. Siloed systems and lack of end-to-end integration: New tools are bolted on rather than integrated with legacy platforms, leading to gaps, manual handoffs, and data inconsistency.
                2. Insufficient planning and governance: Without clear ownership, standards, controls, and oversight, digital initiatives drift.
                3. Overemphasis on speed over learning: Leadership often pushes for quick wins, hyper-automation and pointless dashboards before the organisation has fully understood process flows or built data hygiene.
                4. Distraction by hype: AI dominates the headlines, but as Terence Mauri (2024) reminds us, ‘Attention is the new oil’. Other distractions include necessary fixes (e.g. procurement policy, supplier performance metrics, digital literacy) get deferred in favour of something new, that ends up tactical.

                Why Fragility is Dangerous

                When structure is missing and a programmatic view isn’t taken to technology deployment, several challenges are often accrued:

                • Costs creep up (unexpected vendor payments, non-compliance fines).
                • User adoption falters: people revert to old ways.
                • Data quality suffers, meaning insights are misleading or wrong.
                • Risk increases (security, regulatory, supplier risk).
                • Long-term ROI doesn’t materialise (rework costs, spend isn’t managed).

                To avoid fragility in digital transformations, organisations should:

                • Begin with governance: clear roles, decision rights, alignment between procurement, finance, IT.
                • Establish standards and policies: data and project governance and risk controls up front.
                • Invest in people: upskilling, reskilling, stakeholder alignment for change absorption
                • Adopt a phased approach: pilots, learning loops, feedback, iterative improvement.
                • Measure properly: beyond nose-count metrics (speed, cost savings), track quality, compliance, risk, stakeholder satisfaction (NPS).

                What The Future Holds

                Much has been written about the future of procurement and financial services. The majority of analysts (experts) are AI-first, whilst influencers obsess with the unproductive fixation of chasing agent-based-hype. Functions won’t win by those with the most apps, the flashiest AI, or the fastest pilots. It will be won by those who turn digital distraction into digital discipline.

                Importantly, it means making technology the second move, not the first. By embedding AI-second thinking, organisations create resilience by stopping technical debt at the source, unlock sustainable value, and ensure transformation delivers, without becoming both functionally and digitally fragile in the process.

                • Artificial Intelligence in FinTech

                Author

                Dan Brightmore

                Published

                31 October 2025

                Estimated Read time

                6Mins

                Osama Bari, Chief Technology Officer at D24 Fintech on the need for cybersecurity advancement to support the rise of crypto adoption

                Cryptocurrency adoption has accelerated dramatically, rising in popularity in recent years. Yet the sector remains a prime target for cyberattacks. As digital assets grow in value and popularity, the stakes for both exchanges and users have never been higher. High-profile incidents, such as the CoinDCX breach in July, which saw hackers steal $44 million without touching user wallets, Phemex losing $69 million in a crypto heist, and WazirX losing $230 million, demonstrate the sophisticated tactics cybercriminals now employ.

                Similarly, the Bybit hack exposed vulnerabilities in multi-signature authorisation and user interface (UI) spoofing. This highlights how even experienced professionals can be caught off guard.

                These events underscore the urgent need for exchanges and financial institutions to prioritise security. They must implement robust protocols, and adopt comprehensive risk-management strategies. There are several core areas where crypto platforms can significantly reduce the risk of security breaches.

                Strengthening Cybersecurity Protocols

                It is vital for exchanges to implement multi-party approval systems for all transactions. By using threshold-based authorisation, combined with real-time monitoring of deposits and withdrawals, platforms can identify unusual activity and flag it for manual verification. Each withdrawal should undergo a transaction audit score assessment before processing. Such measures are critical for preventing attacks that exploit UI vulnerabilities or other operational oversights. This ensures that no single point of failure can compromise user assets.

                Another essential safeguard is two-factor authentication (2FA). While a long-established security measure, its importance in protecting accounts and verifying users cannot be overstated. By requiring a second form of identification, exchanges can ensure only authorised personnel access accounts and manage balances. In practice, this simple but effective layer of protection increases the difficulty for hackers. It demonstrates an exchange’s commitment to protecting its customers’ funds. All financial providers should offer 2FA as a baseline security measure.

                Custodians also play a vital role in mitigating risks. For many exchanges, especially those handling large volumes of assets, partnering with a trusted custodian provides additional security and oversight. Custodians safeguard digital assets on behalf of clients, reducing exposure to theft, loss, or mismanagement. In the aftermath of this year’s prominent hacks, the value of external support becomes clear. Custodians enable exchanges to focus on customer experience and platform innovation while ensuring that user funds remain secure.

                A further innovation gaining traction is liveness verification, which confirms user identity through biometric measures such as facial recognition or fingerprints. With roughly 40% of banks having implemented this measure to counter fraud – up from 26% five years ago – crypto platforms have an opportunity to follow suit. Liveness checks provide an additional barrier to attackers who might otherwise exploit compromised passwords, keys, or devices. The uniqueness of biometric identifiers ensures that users’ accounts are better protected against increasingly sophisticated fraud attempts.

                Centralised cryptocurrency exchanges (CEXs) continue to demonstrate resilience in the face of attacks. Security must be embedded into operational design. The recent incidents highlight the effectiveness of CEXs’ ability to freeze or recover stolen assets quickly. By collaborating with other platforms and utilising centralised oversight, these exchanges can mitigate the impact of breaches. As crypto continues to gain mainstream traction, balancing decentralisation with strong security infrastructure is essential to maintaining investor trust and market stability.

                A Holistic Approach to Crypto Security

                Beyond these specific measures, exchanges must also adopt holistic cybersecurity strategies. Key steps include thorough risk assessments to identify vulnerabilities. Rigorous protection of private keys through encryption and secure storage. Robust wallet security with multi-factor authentication. And secure transaction protocols including encryption and transaction signing. Regular updates to software and firmware, coupled with continuous network monitoring using intrusion detection systems and threat intelligence feeds, further strengthen a platform’s defence.

                Data encryption and access control are critical to prevent unauthorised access. Furthermore, periodic security audits and assessments ensure protocols remain effective as threats evolve. Smart contract and token security, secure coding practices, and rigorous testing must also be prioritised to safeguard DeFi applications and other blockchain-based services. Importantly, exchanges should implement backup and recovery protocols to safeguard against potential data loss. And maintain clear incident response plans to mitigate the impact of any breach.

                Educating users remains an underappreciated but crucial aspect of crypto security. Platforms should guide strong password practices, phishing awareness, software updates, and overall security hygiene. Well-informed users are an integral layer of defence, reducing the likelihood of successful social engineering attacks or credential theft.

                Finally, regulatory compliance is indispensable. Exchanges operating within clear legal frameworks and adhering to anti-money laundering (AML), counter-terrorism financing (CTF), and data protection regulations significantly reduce risk exposure. Partnering with reputable security vendors and maintaining open lines of communication with regulators can enhance both operational security and market credibility.

                Learning from Previous Incidents

                The CoinDCX incident serves as a cautionary tale. By exploiting vulnerabilities without ever accessing individual wallets, attackers demonstrated high-value, sophisticated hacks can occur even in the absence of traditional breaches. This reinforces the point that centralised oversight, real-time monitoring, and rapid response protocols are crucial in mitigating damage and protecting customer assets. Exchanges that fail to implement these measures risk not only financial loss but also erosion of trust, which is arguably a more severe long-term consequence.

                As cryptocurrencies increasingly integrate into institutional portfolios and mainstream finance, robust security is no longer optional; it is fundamental. Investors, funds, and enterprise clients require assurance that digital assets are safeguarded. And that exchanges and custodians adhere to industry-leading security standards. Platforms that prioritise security will not only protect their customers but also foster broader adoption and confidence in the market.

                The Path Forward

                The evolution of crypto security is a continuous process. While decentralised networks inherently resist certain forms of attack due to their distributed structure, the human, operational, and software layers of the ecosystem remain vulnerable. The combination of multi-party approval systems, 2FA, custodian partnerships, biometric verification, continuous monitoring, and regulatory compliance provides a robust framework for mitigating these risks.

                The message is clear: security must be embedded into the DNA of every crypto platform. Only through a proactive, multi-layered approach can the industry protect its users, maintain trust, and continue to grow sustainably. As high-profile breaches like CoinDCX, WazirX, Phemex, and Bybit demonstrate, the cost of complacency is far too great. By prioritising security today, exchanges not only defend against current threats but also lay the foundation for the future of a resilient, trustworthy crypto ecosystem.

                About D24 Fintech

                D24 Fintech focuses on developing innovative technological solutions for the evolving digital and fintech landscape.

                By leveraging innovation and emerging technologies, D24 Fintech engineers integrated solutions designed to enhance transactional security, streamline digital payments, and improve operational efficiency. With a global perspective and a customer-first approach, D24 Fintech aims to redefine industry standards and drive innovation into fintech ecosystems.

                D24 Fintech’s digital solutions include developing advanced technological platforms and management tools, and more.

                • Blockchain & Crypto
                • Cybersecurity in FinTech

                Author

                Dan Brightmore

                Published

                30 October 2025

                Estimated Read time

                3Mins

                ABBYY survey finds financial services industry leading on innovation, but challenges exist with deployment  

                New research commissioned by ABBYY has revealed a staggering 91% of financial services organisations are using sophisticated Generative AI tools. However, many experienced major challenges with deployment. 

                While 98% of banking firms reported positive results from GenAI, many admit to needing to augment it with other technologies for better outcomes, according to the 2025 ABBYY State of Intelligent Automation Report: GenAI Confessions. 44% of financial services companies say their investment in GenAI will rise more than 20% in 2026. 

                Managing AI Expectations

                The survey, conducted by Opinium Research, shows that training the GenAI models was harder than expected for 39% of financial services firms, 32% found it difficult to integrate into business processes and 29% found their staff did not have the necessary skills to deploy it. In addition, 26% did not have proper governance. 

                It meant 42% of companies had to add document AI to improve outputs, while 39% used process intelligence, and the same amount asked staff to manually check results – much higher than the global average of 25%, suggesting too much manual intervention. 

                Adding other technologies led to 59% of respondents having increased trust in GenAI, 55% seeing better quality outputs, and just over half (51%) benefiting from more cost savings and better integration into their workflows. 

                “It seems that financial services leaders spent money on GenAI tools that promised more than they can provide. In some cases, they didn’t even need it. Before moving forward with GenAI tools for agentic automation, companies need to first evaluate their current processes and create a visibility map of their workflow with data analytics tools such as process intelligence. When training models prove more difficult than expected, pre-trained, purpose-built AI turns out to be the right solution.” 

                Maxime Vermeir, Senior Director of AI, ABBYY

                Generative AI Creating a Buzz

                While the top reason for introducing GenAI was to increase efficiency and customer service (67%), banking industry bosses are the most concerned about employee wellbeing. Over a third of respondents (35%) hoped the technology would reduce employee burnout and a quarter (25%) cited improving job satisfaction as a key goal – much higher than other industries such as transport and logistics (11%) and manufacturing (15%). 

                However, the survey also revealed that four-in-ten (40%) of financial services leaders admit that a driving factor for introducing GenAI was that employees were already using it on a Bring Your Own Software (BYOS) basis for personal productivity – which could impact security concerns over Shadow AI. Over half (51%) say employees wanted the technology to “make them look smarter and more professional,” while 67% said it reduces workload and increases productivity.  

                Generally, staff are optimistic about GenAI, with 88% of leaders saying workers enjoy positive results. 

                “GenAI is creating remarkable opportunities to reimagine how work gets done, which is rightfully generating a great deal of excitement. However, shadow AI, when individuals use commonly available tools like ChatGPT, Grok, or Perplexity without oversight at work, potentially raises serious data privacy and compliance concerns. The corporate benefits of GenAI’s potential are truly unlocked when leaders drive secure, strategic adoption with risk management as a priority.” 

                Ulf Persson, CEO, ABBYY

                Key Findings from ABBYY

                Other key findings from the report include: 

                • 65% of financial services organizations are using purpose-built AI – compared to 59% of companies globally 
                • 62% use agentic compared to 53% on average by other industries 
                • Top uses for GenAI in banking: data analysis (59%), employee productivity (56%), automating business documents (56%), customer-facing apps like chatbots (55%) 
                • Departments using GenAI: Finance for fraud detection and cash flow predictions (57%), sales and marketing (56%) compliance and legal (45%) 
                • Wishlist of improvements for GenAI include being free of human bias and using less resources 

                Access the full State of Intelligent Automation: GenAI Confessions 2025 report 

                Methodology 

                Opinium research of 1,200 senior managers or above in companies of 100+ employees in the US, UK, France, Germany, Australia and Singapore with 110 financial services leaders questioned. Research undertaken between 20th of June and 8th of July 2025. 

                About ABBYY 

                ABBYY helps organizations optimize processes, accelerate decisions, and drive better outcomes with Process AI and Document AI. More than 10,000 enterprises, including many Fortune 500 companies, rely on ABBYY’s 35 years of innovation to turn business data into actionable insights that improve the way we work and live. Headquartered in Austin, Texas, and offices in 13 countries, ABBYY leads the way for smarter agentic automation. For more information, visit www.abbyy.com

                  

                • Artificial Intelligence in FinTech

                Author

                Dan Brightmore

                Published

                27 October 2025

                Estimated Read time

                4Mins

                ClearBank research finds half of large firms say embedded finance will drive new revenue, but concerns over outdated systems, implementation challenges, integration and customer trust loom

                New research from ClearBank reveals that large UK businesses now view embedded financial services as a strategic boardroom decision and business growth driver.

                The research, ‘The embedded economy: Why brands are embracing financial services as a driver for innovation and growth’ explores the attitudes of 200 senior business leaders at large UK-based corporates towards embedded finance and the potential for payments, accounts, and lending to enable new services, new revenue streams, and enhanced customer loyalty.

                It found that despite growing enthusiasm for embedded finance’s potential to deliver these services, many companies are still held back by fears of regulatory requirements, technical complexity, and ongoing concerns around finding the right partner to deliver at scale.

                A Boardroom Priority: Nearly Half of Corporates see Embedded Finance as a Revenue Driver

                Implementing embedded finance has rapidly moved from a niche innovation to a strategic boardroom decision. Survey results found that 38% of C-suite leaders cite embedded finance as important for their company’s growth, reflecting the shift in mindset from viewing it as a back-office payments tool to a driver of competitive advantage.

                Crucially, nearly half (48%) of corporates surveyed see embedded finance as a way to improve payments and launch new revenue-generating services. These services range from offering own brand accounts to saving tools and lending services. For many, the potential increase in revenue is compelling, with more than a quarter (28%) of the view that embedded finance could help drive double-digit revenue growth for their business. 67% believed growth would be at least 5% and just over a third (39%) suggest between 5-10% of revenue growth.

                “Embedded banking allows businesses to integrate payments, lending and account services directly into their customer propositions. For corporates, this is a real opportunity to create stronger relationships with customers while also building new and potentially significant revenue streams for the business. We believe we’re on the cusp of the embedded economy.

                “For any business looking to remain competitive in the digital age, these services can no longer be seen as ‘add-ons’. They are becoming essential infrastructure to deepen customer loyalty and open new revenue streams.

                “We see this shift first-hand through the financial services clients already embedding our infrastructure. That experience gives us a clear view of how the same approach can be applied to corporates more widely and why embedded finance is such a significant opportunity across industries.”

                Emma Hagan, ClearBank UK CEO

                Cross-Sector Growth:  Companies Across Consumer Products & Services, Retail and Healthcare Have Biggest Appetite for Embedding Financial Services

                Although embedded finance has often been associated with the retail sector, interest is broadening across other sectors. Research found that appetite was highest in consumer products and services (23%), retail (20%) and healthcare (18%), with the likes of the payroll and travel industries increasingly seeing the potential to integrate financial services into their customer journeys.

                Of those companies surveyed that said they are actively considering offering embedded financial services within their own platforms, payment services were most considered (16%), followed by insurance (13%) and lending (13%). This signals a structural change in non-financial companies as they look to add layers of value and deepen engagement and loyalty with customers.

                Untapped Potential: Only 19% Have launched Embedded Finance Services – Challenges Slowing progress

                While appetite for embedded finance is growing rapidly, adoption is still maturing. Three-quarters (75%) said they would offer embedded finance today if it were easy to implement. This gap between ambition and reality underlines the perception that embedded finance is still typically difficult to employ and highlights the need for a new type of partner to tackle practical obstacles before broader uptake can occur.

                When asked about the challenges corporates faced, some firms pointed to the technicalities of setting up such an offering in terms of integration challenges (61%), regulatory compliance (49%) and lack of technical expertise (44%)

                Beyond the technical barriers, businesses also flagged reputational and regulatory risks such as greater regulatory scrutiny (57%), a loss of customer trust (52%) with reputational damage if the service fails (65%).

                Taken together, these figures highlight that while embedded finance is seen as a major growth opportunity, corporates remain cautious. Success will depend not only on demonstrating the revenue potential but also on reducing risks during implementation through providing trusted infrastructure, regulatory clarity, and a smooth integration path that allows businesses to move from intent to action with confidence.

                The Benefits & Motivations: Convenience & Customer Loyalty

                For many corporates, embedded finance is first and foremost about strengthening customer relationships. Over half of firms 63% highlighted the opportunity to deliver a more seamless and convenient experience, positioning embedded finance as a customer service differentiator as much as a commercial driver. A further (57%) saw offering embedded services as a way of improving customer loyalty through creating more frequent and valuable touch points.

                “Traditional banks we have found, give you a good brand halo and risk expertise but the cycles are killing us. They are slow, the integrations are not really bespoke and the slower cycle of development and keeping up to track with regulation has been the problem consistently.” (spokesperson from consumer industries)

                About the Report

                Ronin conducted interviews with  30 Senior Business Leaders at UK-based organisations across technology, healthcare, consumer, retail, travel, energy, and utilities sectors, along with surveying 200 Senior Business Leaders on the evolving nature of payment strategies, with a particular focus on the role of embedded finance in enabling new services and revenue streams. The interviews took place over August and September 2025.

                • Embedded Finance
                • Neobanking

                Author

                Gerry Goodwin

                Published

                Estimated Read time

                5Mins

                Gerry Goodwin, VP Insurance, Western Europe at FintechOS on how InsurTech competition is forcing incumbents to modernise outdated systems

                Digital-first upstarts that have built their operations around modern technology stacks from day one are placing competitive pressure on the traditional insurance industry. Lemonade and Root Insurance have demonstrated that seamless, instant experiences are possible for insurance, from quote to claim. In the UK market, Marshmallow has similarly disrupted traditional motor insurance by leveraging AI and modern data analytics. They appeal to underserved communities with personalised pricing and streamlined digital experiences. These modern insurers operate with dramatically lower cost bases and faster product development cycles than traditional carriers.

                This disruption is an urgent imperative for modernisation among traditional insurers. Legacy players are caught between rising customer expectations for slick digital experiences driven by other financial verticals and the limitations of decades-old infrastructure. The result is a widening capability gap that threatens market share, profitability and ultimately survival. Most industry discussions focus on modernisation as a defensive response to competition. However, an equally compelling but less discussed strategic dimension is preparation for M&A opportunities.

                Modernising Insurance is a Must

                Mergers and acquisitions in insurance are notoriously complex. Integrating product portfolios, claims histories and policyholder data across multiple lines and regulatory environments can be fraught with risk. The technical reality of merging legacy platforms often determines whether acquisitions deliver their promised value. Or become costly technical quagmires that stall innovation for years.

                The potential challenges become even more pronounced when considering major legacy players. The rumoured clash of technical complexities between Aviva and Direct Line Group, both legacy giants with significant technical debt, exemplifies this. Merging outdated systems can create integration nightmares. These can compound existing inefficiencies. Such combinations risk creating even more complex, fragmented technology estates that become increasingly difficult to modernise.

                Davies Group recently secured £275 million for M&A and generative AI investment. This demonstrated that consolidation and digital transformation should be pursued in parallel. Consolidation is accelerating across the insurance industry. Carriers are discovering that reliance on outdated technology stacks doesn’t just hamper competitiveness; it makes them toxic acquisition targets or ill-equipped acquirers. According to ACORD’s 2025 Insurance Digital Maturity Study, only 25% of top insurers have truly digitalised their value chain. Furthermore, over half still exploring how to apply digitalisation to their business models.

                Legacy Systems Limit M&A 

                Most insurers’ IT environments are dominated by legacy systems that consume the majority of their resources. PwC estimates that 70% of an insurer’s annual IT budget is spent on maintaining these legacy systems. This leaves little room for innovation or strategic initiatives. While legacy infrastructure may appear inexpensive on paper, acquirers often discover upgrading or replacing core business systems post-merger requires substantial investment. This can erode the ultimate value of the deal or even derail transactions.

                A 2025 industry survey found 46.4% of insurers cite inflexibility to adapt to market changes as the most significant limitation of their current core systems. This is closely followed by integration challenges with new technologies (45.5%) and high maintenance costs (44.5%). These challenges are not just technical; they directly impact M&A outcomes. Data consolidation becomes exponentially complex when bridging inflexible legacy systems with modern platforms. Even when dealing with standard data structures, product definitions and customer identifiers.

                Modern Technology Accelerates Deal Flow

                Insurers are increasingly viewing technology through an M&A lens. The critical question has shifted from “Is this system good enough to run the business?” to “Would a buyer be able to integrate this system with minimal friction?”. Modernisation is now a core rationale for many, with forward-thinking insurers proactively upgrading systems to reduce complexity and improve interoperability.

                This approach works. The latest tranche of modernisation, including the robust integration of AI capabilities, can reduce annual expenses by as much as $480 billion in property and casualty insurance and $300 billion in life insurance globally. Internally, modernisation improves operations and accelerates innovation. Externally, it signals digital maturity and business agility, qualities that enhance an insurer’s appeal and can increase its valuation in competitive acquisition scenarios.

                Private equity firms are particularly attuned to the importance of digital maturity. In 2025, 82% of PE-backed insurance consolidators reported focusing on enhanced technology and insurtech capabilities post-acquisition, aiming to avoid the time and cost of transformation while rapidly building market share. For example, Munich Re’s $2.6 billion acquisition of Next Insurance was driven by a strategy to acquire digital capabilities, not just market share.

                Meanwhile, strategic acquirers, such as Gallagher’s $1.2 billion purchase of Woodruff Sawyer, reflect a focus on operational gains and scale. Both PE and traditional insurers agree 52% of buyers expect significantly more emphasis on technology due diligence over the next two years. This underscores the centrality of digital readiness in dealmaking.

                Cross-Business Value Creation

                Modernising legacy systems to become acquisition-ready also opens the doors to a broader pool of potential acquirers. An insurer with digital infrastructure can attract interest not only from traditional players but also from reinsurers and private capital seeking to build scalable platforms in niche segments like embedded insurance or SME cover. A well-executed modernisation programme empowers insurers to court acquisition interest or pursue joint ventures, partnerships, or IPOs from a position of strength.

                Modernisation has progressed from a back-office IT concern to a strategic enabler of business growth and M&A success. The lower the barriers to an insurer being absorbed into a larger platform, the more attractive it becomes as a target. As the insurance sector’s digital transformation accelerates, those who modernise today will be in pole position for tomorrow’s deals.

                • InsurTech

                Author

                Dan Brightmore

                Published

                Estimated Read time

                4Mins

                New DeepL research finds AI is now used for over a third (37%) of customer interactions across UK financial services, with multilingual communication as the leading application. However, nearly two-thirds (65%) of UK financial services professionals admit employees are already using unapproved AI tools to communicate with customers

                Artificial intelligence is rapidly becoming essential to how UK banks and fintechs retain customers in international markets, according to new research from DeepL, a global AI product and research company. A new survey of 1,500 financial services professionals in Europe, including 500 across the UK reveals that AI is now embedded in customer communications – from faster support to real-time multilingual translation – with over a third (37%) client interactions already AI-powered. With nearly half of all client work now cross-border, firms are using AI to deliver consistent, trusted experiences at speed and scale. But the research also highlights growing risks from “shadow AI,” as employees turn to unapproved tools that could undermine customer trust and regulatory compliance.

                AI’s Developing Role in Financial Services Customer Comms

                AI is now responsible for a significant share of customer interactions in UK financial services companies. On average, 37% of all client communications already involve AI tools, a figure that is projected to rise to 46% within 12 months and 50% within three years. 

                The most common uses for AI in UK customer communications include:

                • AI powered translation (used by 52% of respondents) 
                • Virtual assistants or chatbots for banking queries with customers (51%)
                • AI for fraud alerts and transaction monitoring (50%)
                • Automated responses for credit card or account support (48%)
                • Wealth management or investment advice (48%)

                Translation is the most popular use case, reflecting the pressures financial services firms face in serving increasingly international customer bases, overcoming persistent language barriers, and addressing challenges in hiring multilingual staff.

                How AI is Changing the Face of Cross-Border Comms

                Over a third (39%) of all customer work in UK financial services companies is now cross-border. Yet firms are struggling to keep pace with the communication demands that come with international business: 85% percent of professionals report that language gaps have slowed down customer activity for non-English speakers, and 84% say it is difficult to hire staff who can communicate effectively across multiple languages and regions.

                Against this backdrop, AI is emerging as a powerful tool to improve customer communication. Seven in ten UK finance professionals say AI improves the speed and availability of customer support, while the same proportion believe it helps maintain consistent communication quality across languages. Over seven in ten also report that customers are more satisfied when service is available in their preferred language. These findings highlight how AI is not only helping firms manage the complexity of cross-border work but also strengthening customer trust and loyalty in highly competitive markets.

                Shadow AI Risks the Reputation of Financial Services Firms

                Alongside rapid adoption of AI in customer facing areas comes increased risk. The research highlights mounting concerns around “shadow AI,” where employees turn to unapproved AI tools to save time but without oversight or safeguards. 

                Nearly two-thirds (65%) of UK financial services professionals admit employees are already using unapproved AI tools to communicate with customers. This poses serious cybersecurity and compliance concerns, as sensitive data may be exposed without the right safeguards. Shadow AI often arises when teams do not have access to the specialist tools they need — for example, using general-purpose AI tools when secure, purpose-built translation solutions are required. To address this, firms must ensure IT and customer-facing teams work together to choose the right solutions.

                “In financial services, where every interaction is highly regulated and reputational risk is acute, staff will inevitably look for workarounds if the tools provided don’t meet their needs,” said David Parry-Jones, Chief Revenue Officer at DeepL. “The real risk is not employees experimenting with AI, but companies failing to give them secure, fit-for-purpose solutions. By building a collaborative approach between IT and frontline teams, organisations can avoid shadow AI, protect against cybersecurity threats, and still realise the full benefits of trusted AI.”

                About DeepL

                DeepL is a global AI product and research company focused on building secure, intelligent solutions to complex business problems. Over 200,000 customers and millions of individuals across 228 global markets today trust DeepL’s Language AI platform for human-like translation, improved writing and real-time voice translation. Building on a history of innovation, quality and security, DeepL continues to expand its offerings beyond the field of Language, including the soon to be released DeepL Agent – an autonomous AI assistant designed to transform the way businesses and knowledge workers get work done. Founded in 2017 by CEO Jaroslaw “Jarek” Kutylowski, DeepL now has over 1,000 passionate employees and is supported by world-renowned investors including Benchmark, IVP, and Index Ventures. For more information on DeepL, visit www.deepl.com. 

                Methodology

                As a part of DeepL’s ongoing effort to analyze industry-specific and regional trends in AI adoption, Censuswide conducted a survey in June 2025 on behalf of DeepL. The research targeted 1501 professionals in financial services, split evenly across commercial banking, retail banking, fintech, and payments. The participants were located in France, Germany, the UK and Ireland, and answered nine multiple-choice questions. The questions gathered insights on how financial services teams use AI in customer service—from multilingual communication and onboarding to fraud alerts, virtual assistants, and the impact on speed, quality, and trust.

                • Artificial Intelligence in FinTech

                Author

                Elina Rayberg

                Published

                21 October 2025

                Estimated Read time

                3Mins

                Elina Rayberg, Principal at Valar Ventures, on the changing face of payments across the FinTech ecosystem

                Wise’s exploration of a UK banking license is more than a single company milestone; it’s reflective of a significant, wider industry trend. Fintechs are no longer content to operate on the periphery of payments; they are stepping out of the shadows to compete directly with traditional banks. The implications for the payments ecosystem are profound.

                Expanding Beyond the Payments Value Chain

                For many years now, fintechs have added various components to the payments value chain. From BNPL, cross-border transfers, embedded payments and beyond, building financial infrastructure that allows businesses to integrate simpler, varied payment options for consumers has been a lucrative and innovative industry, one that’s attracted swathes of investment.

                Until very recently, these fintech players haven’t felt a need to expand into more consumer-facing, traditional banking settings, and particularly not the need to tackle the various compliance and capital requirements needed to become a bank. This is changing.

                Wise’s Strategic Move

                Wise is a payments giant. It already operates at a global scale, with over 10 million customers and billions in transfers each quarter. By seeking a banking license, Wise is demonstrating an ambition to move beyond payment infrastructure and offer regulated financial products such as savings and credit. This would open new revenue streams while strengthening its position as a consumer brand, not just a payments rail.

                A Broader Competitive Landscape

                Wise is part of a wider movement. Revolut has been pursuing banking licenses in both the UK and US. Block (formerly Square) holds a banking charter, whilst both Stripe and Apple have partnerships with Goldman Sachs to offer banking products and services. Together, these moves illustrate a convergence: fintechs expanding into regulated banking, while incumbent banks adopt fintech-driven product strategies to protect market share.

                The Full-Stack Future

                The movement of both fintechs into the banking space and banks integrating fintech product strategies is reshaping the payments ecosystem in real time. Broad advances in technology since the inception of banking and financial services mean that it is entirely possible for one platform to operate as a full-stack digital bank proposition.

                Traditional banks, challengers, and neobanks are all racing to execute on this opportunity, though with varying degrees of success, often constrained by regulation and the complexity of scaling financial infrastructure.

                Regulatory Implications

                As fintechs edge deeper into banking, regulators face the challenge of adapting rules to a landscape where the line between payment providers and banks blurs. This presents both opportunity and risk. Companies that can scale responsibly within regulatory frameworks may unlock significant advantage; those that outpace their compliance capabilities risk severe consequences.

                Looking Ahead

                Fintechs have historically been content to capture slices of the payments market. Today, signals suggest they are preparing to compete head-on with traditional banks. Non-bank firms that successfully leverage technology, regulatory approval, and customer reach stand to evolve into diversified, full-stack financial institutions, reshaping the future of payments in the process.

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                20 October 2025

                Estimated Read time

                2Mins

                New research from bluQube shows that, despite years of digital investment, many finance teams are still stuck in manual mode, with 40% of businesses managing up to half their financial data by hand

                Despite years of investment in digital transformation, finance functions remain heavily reliant on manual processes that slow down decision-making and increase risk, according to new research from finance and accounting software company bluQube.

                The survey of 700 finance and business leaders found that 40% of businesses continue to manage up to half of their financial data manually. More striking still, more than a quarter (26%) admitted that the majority of their financial data is still being handled in this way.

                Digital Transformation Delayed

                The findings point to a widespread dependence on spreadsheets and manual entry, even as digital finance tools and automation have become commonplace. This reliance is creating significant bottlenecks for organisations, leaving finance professionals tied up in routine processes rather than focusing on analysis and strategy.

                When asked where they lose the most time, nearly a third (31%) of finance teams said reconciling accounts between entities was their biggest monthly pain point, followed by the month-end close (26%) and audit and compliance reporting (20%). These time-intensive activities underline how far many teams remain from achieving true automation.

                The research also highlights a confidence gap in financial reporting. While just over half (54%) of respondents said they are very confident their current processes would satisfy investor or audit requirements for accuracy and speed, nearly half (46%) expressed at least some doubt about their data’s reliability or timeliness.

                The appetite for improvement is clear. A third (33%) of finance leaders said eliminating manual processes would have the biggest positive impact on their work, followed by faster consolidated reporting (26%) and improving cash flow visibility (24%).

                Facing Up to the Risks of Manual Processes

                The risks stretch well beyond inefficiency. Manual handling of financial data increases the likelihood of mistakes, duplication, and delays. These errors compromise the accuracy of financial reporting and reduce the confidence leaders need to make critical decisions. place in the insights they need to steer their organisations. 

                “Finance teams have been at the centre of digital transformation strategies for over a decade, yet our research shows many organisations remain trapped in outdated practices. Too much time is still being spent reconciling spreadsheets rather than generating insights that drive growth. Manual processes not only waste resources but also expose businesses to unnecessary risk. In a business environment defined by economic uncertainty, regulatory pressure, and heightened competition, that lack of reliability can have serious consequences. Automating financial workflows should now be seen as essential, not optional.”

                Simon Kearsley, CEO of bluQube

                The survey underscores the urgency for businesses to modernise their finance functions. By adopting intelligent accountancy software and embedding automation, organisations can cut down on errors, free up capacity for strategic projects and base decisions on accurate, real-time information.

                • Digital Payments
                • Neobanking

                Author

                Kent Henderson

                Published

                17 October 2025

                Estimated Read time

                4Mins

                Kent Henderson, VP Product Management at Mangopay, on how programmable wallets turn payments into profit engines

                The world is shifting. Consumers want less waste and more second chances for products. In fact, the UK’s recommerce market is expected to reach £12.4 billion by 2028. 

                Yet for the circular to truly scale, it will require more than listings and logistics. It needs financial infrastructure that matches the flexibility of these new models. This is where programmable wallets come in – digital wallets that can be customised to handle the unique payment flows of second-hand, rental, or sharing models.  

                 From a customer’s perspective, programmable wallets often appear as in-app wallets. These allow payments, refunds, or credits to happen instantly within the platform, without switching apps, waiting for emails, or re-entering card details. A transaction becomes as simple as a click. 

                That simplicity matters. For recommerce to rival traditional retail, the payment journey must feel just as seamless as buying something new. If second-hand, rental, or shared models feel clunky, adoption will stall. In this sense, beyond convenience, wallets are emerging as powerful financial tools.. In fact, our research shows one in four Brits (25%) have in-app wallets, making them the UK’s second most popular payment method, behind only debit and credit cards. 

                Recommerce Revenue Challenges 

                Recommerce transactions involve more than just buyers and sellers. Platforms also need to coordinate with logistics providers, delivery partners, and their own operations, creating a multi-party ecosystem with complex payment flows. 

                Conventional payment systems are not built to manage these requirements. They aren’t designed for revenue splits across several stakeholders, holding funds securely until conditions are met, or processing refunds smoothly when issues arise. These limitations expose platforms to unnecessary risks. Manual workarounds increase the likelihood of errors, revenue leakage becomes harder to control, and the overall experience for users is compromised. 

                 These gaps only widen as platforms scale. Instead of supporting growth, traditional payments can undermine profitability and slow momentum at the very moment recommerce businesses need to accelerate. 

                Solving Recommerce Pain Points With Programmable Wallets 

                The biggest barrier to recommerce isn’t supply or demand – it’s trust. Without it, first-time buyers hesitate, and sellers hold back. Programmable wallets solve this by embedding safeguards directly into the payment flow. Funds are held securely in wallets, refunds are automatic, and payouts happen on time. Trust becomes the default, not the exception, opening the door for scale.  

                Beyond trust, wallets also keep value circulating within the ecosystem. Integrated rewards, cashback, loyalty programmes and cross-border payment capabilities keep value circulating within the ecosystem, incentivising repeat activity and enabling platforms to scale internationally. 

                The data shows these features resonate. Over a quarter of users (26%) collect loyalty points or rewards, and 41% even prefer refunds paid directly into their wallets over their bank accounts. 

                By combining built-in safeguards with ongoing incentives, platforms create a self-reinforcing loop: users trust the system, enjoy the experience, and keep coming back. 

                Why Choose Programmable Wallets? 

                Research shows the top factors influencing platform spending decisions are competitive pricing (45%), transparent pricing (35%), and clear return and refund policies (35%). Meeting these expectations requires more than just sharp product listings. It demands a payment infrastructure that builds trust, rewards loyalty, and scales with demand.  

                 That’s exactly what programmable wallets deliver. They streamline payments to make transactions faster and more satisfying for users, boosting retention and conversion rates. By embedding loyalty schemes, rewards, and cashback directly into the wallet, they also unlock new ways to build lasting engagement. 

                The benefits extend far beyond customer experience. Programmable wallets provide the flexibility and scalability platforms need to evolve, without the limitations and heavy maintenance of legacy systems. They reduce operational risk by cutting down on fraud, refunds, and chargebacks, while also simplifying reconciliation and freeing up resources to focus on growth. Crucially, these wallets make international expansion easier, with multi-currency capabilities, localised payment options, and built-in compliance that help platforms reach new markets with confidence. 

                Circular commerce is gaining ground, but outdated payment systems remain a barrier to scale. Programmable wallets remove those barriers, transforming payments into a source of trust, flexibility, and growth. For businesses navigating this new era of commerce, wallet-native platforms are a strategic advantage.

                • Digital Payments
                • Neobanking

                Author

                Dan Brightmore

                Published

                15 October 2025

                Estimated Read time

                5Mins

                Five Insurtech companies poised to lead the market in 2026 — firms that combine scale, innovation, and resilience in one of the world’s most complex financial industries

                As we approach 2026, the global insurance landscape continues to be reshaped by InsurTech innovators combining data, AI, and embedded finance to deliver faster, more transparent, and customer-centric insurance experiences. From underwriting automation to embedded protection and climate-risk modeling, these next-generation firms are redefining how risk is managed and distributed.

                1. Shift Technology — AI-Driven Decisioning at Scale

                Paris-based Shift Technology has emerged as a global leader in applying artificial intelligence to insurance decisioning — from fraud detection to claims automation. The company’s latest evolution, Shift Claims, leverages agentic AI models that can interpret complex policy data, assess claims, and detect anomalies faster than traditional systems.

                Insurers using Shift’s technology are cutting processing times dramatically while improving fraud detection accuracy. With the launch of new AI-powered products designed for both underwriting and claims management, Shift is positioning itself as a core technology partner for global insurers modernising their infrastructure.

                Why it matters: As AI regulation matures in Europe and beyond, Shift’s explainable AI models could set the standard for compliant automation in insurance operations.

                Key challenge: Scaling these intelligent systems across legacy insurer environments — where data silos and outdated IT stacks remain the norm.

                🌍 2. bolttech — Building the Embedded Insurance Ecosystem

                bolttech, headquartered in Singapore, is one of the fastest-growing insurtech firms in the world. It operates as a technology-enabled insurance marketplace, connecting insurers, distributors, and consumers through a network that spans more than 35 markets.

                Its embedded insurance solutions allow non-insurance brands — from e-commerce sites to telcos — to offer insurance products at the point of sale. This model aligns perfectly with digital commerce growth trends and customer expectations for frictionless protection.

                In 2025, bolttech was named among the world’s top 100 insurtech innovators, underscoring its leadership in distribution technology.

                Why it matters: Embedded finance is becoming a trillion-dollar global market opportunity, and bolttech’s API-driven platform is at the centre of it.

                Key challenge: Sustaining profitability and navigating regulatory differences across dozens of jurisdictions while maintaining customer trust.

                3. Parsyl — Smart Insurance for the Global Supply Chain

                Denver-based Parsyl is redefining insurance for the logistics and marine sectors through IoT and data-driven risk assessment. The firm provides coverage for perishable and temperature-sensitive goods — using real-time sensor data to monitor shipments and proactively prevent losses.

                As climate change and supply-chain disruptions intensify, Parsyl’s combination of data analytics and specialty insurance positions it uniquely in a high-value, under-served niche. Investors, including The Lightsmith Group, see its model as a blueprint for climate-resilient insurance.

                Why it matters: Parsyl bridges the gap between traditional insurance and risk prevention — giving clients visibility, not just coverage.

                Key challenge: Expanding from niche segments into mainstream marine and freight insurance markets while maintaining data integrity and regulatory compliance.

                4. Weecover — Insurance as a Service for Europe

                Spain’s Weecover is an emerging star in the Insurance-as-a-Service (IaaS) and embedded insurance ecosystem. Its platform enables retailers, fintechs, and e-commerce businesses to easily integrate insurance offerings into their digital flows through APIs.

                In early 2025, the company closed a €42 million funding round led by Swanlaab and Nauta Capital, signalling investor confidence in its scalable platform model. With its focus on simplicity, flexibility, and compliance, Weecover is fast becoming a go-to solution for European businesses looking to embed protection products into customer journeys.

                Why it matters: As Europe pushes for greater digital financial inclusion, Weecover’s B2B distribution model could make insurance more accessible to millions.

                Key challenge: Ensuring consistent underwriting quality across diverse markets and managing regulatory complexity as it scales across the EU.

                5. Counterforce Health — AI Meets Claims Advocacy

                Launched in 2025, Counterforce Health is tackling one of the most persistent pain points in U.S. healthcare: insurance claim denials. The company uses AI and data analytics to help patients and providers navigate appeals, identify errors, and challenge wrongful denials.

                In an era of escalating healthcare costs, Counterforce Health’s technology-driven advocacy model blends social impact with insurtech innovation, offering a fairer and faster route to claim resolution. If successful, it could redefine how consumers interact with insurers in one of the world’s most complex insurance systems.

                Why it matters: Counterforce’s AI tools could significantly reduce administrative waste and improve transparency in health insurance.

                Key challenge: Winning trust from both insurers and healthcare providers while navigating strict health data regulations.

                The Future of Insurtech: What Will Define 2026

                As 2026 approaches, the insurtech sector will pivot from hype to sustainable, revenue-driven innovation. The next wave of leaders will stand out not just for their technology, but for their ability to:

                Achieve profitability at scale — growth must now translate into viable margins.

                Master regulatory complexity — especially in multi-jurisdiction and cross-border operations.

                Integrate deeply with ecosystems — through APIs, partnerships, and embedded finance.

                Leverage ethical, explainable AI — ensuring compliance and consumer confidence.

                Deliver measurable impact — whether through climate resilience, accessibility, or healthcare fairness.

                  The insurance industry’s digital transformation is entering its most critical phase. The InsurTechs leading the charge — from Shift Technology and bolttech to Parsyl, Weecover, and Counterforce Health — exemplify how innovation, data, and purpose can combine to reshape an entire sector.

                  By 2026, these firms won’t just be “startups to watch” — they’ll be the blueprints for how the insurance industry of the future operates: smarter, fairer, and more connected than ever before.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  10 October 2025

                  Estimated Read time

                  8Mins

                  Evident’s annual AI Index reveals the banks making the biggest moves in AI… JPMorganChase, Capital One and Royal Bank of Canada are the three leading banks in AI adoption…

                  JPMorganChase has maintained its position as the world’s most AI-advanced bank in the Evident AI Index. The global standard benchmark for AI adoption in the financial services sector.

                  According to Evident, the leading banks for AI maturity have pulled away from their peers in 2025, consolidating earlier gains and – increasingly – realising ROI for their AI investments. 

                  Evident AI Index

                  The annual Evident AI Index evaluates the ongoing AI performance of 50 major banks in North America, Europe, and APAC against 70+ indicators drawn from millions of public data points.

                  It reveals that although nearly every bank is advancing in the Evident AI Index, the top 10 banks are increasing their scores 2.3x faster year-on-year than the rest of the Index.

                  This year’s top three AI performers – JPMorganChase, Capital One and Royal Bank of Canada – have retained their rankings for a third successive year. JPMorganChase takes the top spot in three of Evident’s four pillars of AI capability – Innovation, Leadership and Transparency. Capital One leads on Talent, and has continued to gain ground on its rival. While the two undisputed leaders have further extended their lead, there is now little to separate the two in terms of overall AI maturity.

                  The top 10 is increasingly dominated by US-headquartered institutions, but RBC, UBS and HSBC continue to secure places among the global leaders as the top performers in Canada, Europe and the UK respectively. 

                  Based on the Evident AI Index, the ten banks leading the race for AI maturity are:

                  BANK2025 INDEX2024 INDEX2024-25Change
                  JPMorganChase11–
                  Capital One22–
                  Royal Bank of Canada33–
                  CommBank45+1
                  Morgan Stanley510+5
                  Wells Fargo64-2
                  UBS76-1
                  HSBC87-1
                  Goldman Sachs911+2
                  Bank of America1015+5

                  “Banking is one of the most advanced and competitive industries on the planet when it comes to developing and rolling out AI at scale. While some have described recent history as ‘The Summer AI Turned Ugly’, in the banking industry a different story is playing out. We’re beginning to see clear signs that AI investment is starting to translate into tangible financial gains, both in terms of efficiency and, increasingly, via new revenue opportunities. Banks and their shareholders expect ROI to accelerate over the next few years, and those in our top 10 are in pole position to see their efforts come to fruition.“

                  Alexandra Mousavizadeh, Co-founder & CEO, Evident

                  By far, the most competitive segment of the Index was found among those banks ranked just outside the top 10. All five of the banks in this range – BNP Paribas (#11), Citigroup (#12), TD Bank (#13), BBVA (#14), and Lloyds Banking Group (#15) saw a >20% increase in scores year-on-year (compared to ~10% for the wider Index), highlighting the intensity of the battle to keep pace with the leading banks.

                  Across the regions covered in the Index, all six regional leaders are unchanged from 2024, with the gap between domestic leaders’ and laggards’ AI capabilities also growing year-on-year.

                  Mousavizadeh adds:

                  “Bifurcation in AI maturity creates a credibility gap. Banks that fail to keep pace risk losing the confidence of boards, regulators, and investors. At the same time, lagging institutions will struggle to attract and retain top-tier AI talent. This combination of stakeholder doubt and the risk of talent flight slows deployment, undermines momentum, and compounds the difficulty of turning AI investments into measurable business outcomes.”

                  HSBC Heads Top AI Performing UK Banks

                  When it comes to AI adoption, the UK is one of the most consistent regions in terms of bank performance. Four of the five UK banks rank in the top half of the Index. Three of the five UK banks advanced their position in the ranking year-over-year. And all five UK banks are tightly clustered – featuring the narrowest spread between the top-performing bank (HSBC) and bottom-performing bank (Standard Chartered) across every region.

                  Responsible AI continues to be an area of strength, with four of the five UK banks ranking among the top 10 in the Transparency pillar. Conversely, no UK bank places in the top 10 in the Talent pillar.

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                  HSBC improved its standing by +1 position across both the Talent and Innovation pillars, while ceding ground in Leadership (-10 rank) and Transparency (-3 rank). Consequently, HSBC lost one position in the overall ranking, but maintained a spot among the top 10 banks.

                  In contrast, Lloyds Banking Group demonstrated the most forward momentum, rising from 27th to 15th in the ranking. This performance was buoyed by significant jumps in Talent (+12 rank), Leadership (+20 rank), and Transparency (+14 rank), with Lloyds one of only four Index banks to improve across all four pillars of the methodology.

                  Mousavizadeh comments:

                  “Lloyds Banking Group’s strong performance reflects a significant mindset shift at the bank, with the establishment of a centralised AI team and an increased focus on AI hires to accelerate the execution of its AI strategy. The upshot is that Lloyds is now sharing more details of its active use cases and long-term plans, translating into a much improved ranking in the Index.” 

                  In a short space of time, Lloyds has matched HSBC in the number of recent AI use cases specifying outcomes. In March, the bank filed a patent for its Global Correlation Engine (CGE) – documenting an AI-driven approach to cybersecurity threats that results in 92% fewer false positives. And in July, the bank rolled out Athena, its first large-scale GenAI product.

                  Measuring Returns on AI Investment

                  According to Evident, twice as many banks reported a total number of active artificial intelligence use cases (jumping from 12 to 25 banks since last year), and 32 out of 50 have disclosed at least one use case with an associated financial or non-financial impact – up from 26 in 2024. 

                  While more banks are reporting returns at the use-case level, only a small group have quantified the performance of their AI portfolios at Group level. Today, eight banks are disclosing portfolio-level ROI estimates – either realized or projected – with just three reporting both.

                  These frontrunners include BNP Paribas, DBS, and JPMorganChase (all of which have already revised projections upwards). JPMorganChase is at the top of the table, raising its estimates from $1 billion to “heading more towards $2 billion” in AI-driven benefits, according to President and COO Daniel Pinto.

                  Annabel Ayles, Co-founder & Co-CEO of Evident, comments:

                  “All banks – regardless of size – are increasing their AI budgets, and our data shows virtually every key metric of AI adoption increasing.We’re already seeing these investments translate into tangible examples of use cases deployment. And our discussions with banking leaders suggest they’re expecting to see material, reportable AI returns in the next 12-18 months. Our data strongly suggests that this achievement is imminent. The question is: how big will the returns be? If they exceed expectations, current AI investment levels could pale in comparison to what comes next.”

                  Talent, Innovation, Leadership and Transparency in AI

                  According to Evident, the top 10 banks in the Index all demonstrate industry-leading AI performance across at least one of the four pillars, as follows:

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                  Talent: 

                  • Ten banks now employ almost half of all AI talent in the Index (circa 90,000 workers), with US banks dominating the leaderboard.
                  • The AI talent pool across the top 50 banks grew 25% year-over-year, the fastest on record, nearly 5x faster than overall headcount growth.
                  • On average, the top 10 banks by talent volume disclosed nearly 2x more use cases than the rest of the banks in the Index.
                  • 38 of the 50 banks now disclose some form of AI training to its employees (up from 32 banks last year). And 33 banks now offer distinct training for senior leadership.

                  Innovation: 

                  • JPMorgan retained #1 spot for Innovation through the unparalleled strength of its AI research team and continued venture investments into AI-focused companies. 
                  • Capital One overtook Royal Bank of Canada for the #2 spot, partly driven by the Discover merger, doubling its AI research team and showing steady growth in patents.
                  • HSBC moved up to #8, the leading light amongst the European banks, who otherwise don’t feature.
                  • Despite banks rushing to fund hyperscalers and the infrastructure that will power the AI era, general investment by banks into AI-focused and Data/Tech-focused companies is down double digits (17% from 2024) for the second year in a row.

                  Leadership:

                  • Over the past year, even those organizations that have traditionally chosen to keep their progress behind closed doors, are making their AI activities more visible.
                  • Five banks maintained their top 10 ranks in Leadership: JPMorganChase took the top spot, strengthening its external AI communications efforts considerably, and Royal Bank of Canada jumped +5 ranks to take #3 position, publishing projected financial returns from AI for the first time during its Investor Day in March.
                  • New entrants to the top-10 included: Natwest, UBS, and Morgan Stanley – and while they did not go as far disclosing financial targets for AI value, they each provided richer updates on use cases and impact than ever before.

                  Transparency: 

                  • JPMorganChase retained the top position for Transparency and seven of the top 10 banks carry over from 2024.
                  • Responsible AI activity continues unabated across the industry – over the past year, the volume of RAI-specific talent found across the 50 banks more than doubled, and nearly 300 RAI-specific research papers were published, a +60% increase year-on-year. 
                  • 35 of the 50 banks engage in partnerships with academic institutions, government bodies, or private companies (up from 31 banks last year), with nearly 80% of these partnerships yielding published case studies or use cases (up from 45% last year), demonstrating the increasingly tangible outcomes of their RAI efforts.

                  Evident AI Index Methodology

                  Since launching in January 2023, the Evident AI Index has quickly become established as the leading independent source of data and insight on artificial intelligence adoption across the banking industry.

                  The Index combines extensive research, automated data capture from public sources, consultation across Evident’s network of AI experts, and ongoing dialogue with featured banks.

                  Drawing from millions of public data points spanning 70+ individual indicators, it ranks each bank across four key capability areas which collective signal AI maturity:

                  • Talent: measures the depth, density and development of AI talent within each organisation.
                  • Innovation: captures long-term investment in AI-related innovation, including research, patents, partnerships and engagement with the open-source ecosystem.
                  • Leadership: assesses the role of leadership in setting and communicating the organisation’s AI agenda.
                  • Transparency: evaluates public engagement with Responsible AI (RAI), from internal talent and frameworks to external partnerships and disclosures.
                  • Artificial Intelligence in FinTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  8 October 2025

                  Estimated Read time

                  2Mins

                  The Global FinTech Ecosystem. Connected.

                  This year marks the 10th anniversary of FinTech Connect. The UK’s largest FinTech conference and exhibition, bringing together over 5,000 global attendees from across the financial services and technology landscape.

                  FinTech Connect

                  For a decade, FinTech Connect has been the launchpad for the ideas, partnerships and technologies driving the evolution of digital finance. It’s where banks meet breakthrough platforms. Where startups connect with major buyers. And where leaders across digital transformation payments, regtech, financial security and blockchain converge to shape what’s next.

                  In 2025, we’re scaling up. With 100+ exhibitors, seven world-class conference tracks, live demos and the return of the Start-Up LaunchPad. This year’s event will deliver more connections, more innovation and more opportunity than ever before.

                  Join us to celebrate a decade of FinTech excellence. And experience the future of finance, powered by cutting-edge tech, real-world insights. And the partnerships that will define the next 10 years.

                  “FinTech connect is a great place to learn about the latest trends, concerns and enhancements in the FinTech space. Furthermore it is a fantastic opportunity to meet with up and coming companies; or names that you are already in contact with, in one convenient location.”

                  Nicholas Nicolaides, Associate Director, Barclays

                  Tokenize: LDN at FinTech Connect

                  In 2025, FinTech Connect is growing in scale and ambition. For the first time, it will be co-located with Tokenize: LDN, the UK’s leading event for blockchain, web3 and real-world asset tokenisation. Creating a powerful convergence of FinTech and digital asset innovation under one roof.

                  At Tokenize: LDN, you’ll dive into the latest developments in decentralised finance, custody solutions, tokenised infrastructure and emerging use cases across capital markets. The co-location opens the door to unparalleled cross-industry networking. Connecting FinTech professionals, institutional players and blockchain pioneers in one dynamic space.

                  Tokenize: LDN is the UK’s leading showcase of the technologies, projects and investment strategies shaping the future of tokenized real-world assets (RWAs). From tokenised treasuries and real estate to on-chain credit, funds, financial infrastructure and more.

                  Whether you’re navigating tokenisation for the first time or scaling existing strategies, Tokenize: LDN is where serious conversations turn into real-world innovation.

                  Join asset managers, banks, institutional investors, regulators, custodians, blockchain developers and fintech innovators shaping the future of global capital markets. 

                  Held in London and co-located with FinTech Connect, Tokenize: LDN is where the global conversation on liquidity, regulation, interoperability and institutional adoption comes to life. 

                  Together, these two events offer a unique opportunity to explore the future of finance from every angle. Technological, Regulatory, Decentralised and Institutional.

                  Register now for free tickets for general access. Join 5,000+ industry professionals for two days of talks, exhibitors and networking.

                  • Blockchain & Crypto
                  • Cybersecurity in FinTech
                  • Digital Payments
                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  7 October 2025

                  Estimated Read time

                  3Mins

                  AccessPay, the leading bank integration provider, has completed the roll out of its SWIFT connectivity solution for Finseta, an international payments…

                  AccessPay, the leading bank integration provider, has completed the roll out of its SWIFT connectivity solution for Finseta, an international payments and alternative banking provider. This will ensure a reliable, secure way to process cross-border payments.

                  To support its global expansion strategy and service-led business, Finseta wanted to launch a new agency banking solution. And improve payment processing automation. It implemented AccessPay’s SWIFT connectivity solution, building a seamless integration between digital currency exchange platform FXPal and Barclays Bank. This enables transparent pricing, automated reporting and analytics, and full back-office-to-bank connectivity.

                  The four-way project, including Barclays and SWIFT, was implemented in just six months. An impressive achievement for a first-time SWIFT user. Finseta benefits from cost savings, improved competitive advantage and a scalable architecture.

                  AccessPay’s tailored, integrated solution, includes:

                  • End-to-end workflow automation: A seamless integration between FXPal and Barclays Bank using AccessPay’s SWIFT connectivity through Alliance Lite2 for Business Application service. Payment files are now automatically validated, processed and monitored in real time.
                  • Real-time visibility and reconciliation: Provides Finseta’s customers full transparency into payment status. Along with the ability to instantly reconcile transactions against bank statements.
                  • Seamless customer experience: With AccessPay’s SWIFT capabilities, Finseta created a smooth, efficient experience for its clients. Reducing manual errors and delays.

                  SWIFT Connectivity

                  Finseta’s experience shows the value of working with a third-party specialist in SWIFT connectivity. AccessPay’s knowledge ensures smoother implementation and faster issue resolution. Additionally, leveraging a trusted partner helps future-proof Finseta’s payment infrastructure. Making it easier to scale globally and maintain service reliability.

                  “Of the many SWIFT projects I’ve been involved in over the past dozen years, this has probably been one of the smoothest and fastest. With the service delivered in just six months. I attribute this to the strong four-way relationship. As well as the teams’ motivation and responsiveness, and a well-defined project strategy.”

                  Tom Livock, Head of Enterprise Sales, AccessPay

                  “AccessPay did the heavy lifting involved in implementing SWIFT connectivity. The quick route to go-live has meant that we can start realising the benefits sooner than if we built the solution in-house. I’d rather double down on what sets Finseta apart from our competitors, than trying to be an expert in SWIFT.”

                  Declan Jones, Chief Product Officer, Finseta.

                  Finseta will use AccessPay’s SWIFT connectivity solution globally for all its customers (high-net-worth individuals, large institutions and corporates).

                  About AccessPay

                  AccessPay is a leading provider of bank integration solutions, pioneering finance transformation for the Office of the CFO. AccessPay helps finance and treasury teams modernise their operations through secure, cloud-based bank connectivity. Our platform connects back-office systems to banks, enabling the automated flow and transformation of payment, bank statement and other financial data. 

                  Thousands of businesses around the world partner with AccessPay to automate supplier and client payments. Alongside Direct Debit collections, and bank statement retrieval – improving efficiency, reducing fraud risk, and gaining real-time cash visibility. 

                  Founded in 2012 and headquartered in Manchester, UK, AccessPay is trusted by global enterprises to automate finance and treasury operations and build a future-ready Office of the CFO. 

                  About Finseta

                  Finseta is a foreign exchange and payments company offering multi-currency accounts and payment solutions to businesses and individuals. Headquartered in the City of London, Finseta combines a proprietary technology platform with a high level of personalised service. It supports clients with payments in over 165 countries in 150 currencies. With a track record of over 15 years, Finseta has the expertise, experience and expanding global partner network to be able to execute complex cross-border payments. It is fully regulated, through its wholly-owned subsidiaries, by the Financial Conduct Authority as an Electronic Money Institution. By the Financial Transactions and Reports Analysis Centre of Canada as a Money Services Business. And by the Dubai Financial Services Authority under a Category 3D licence.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  6 October 2025

                  Estimated Read time

                  3Mins

                  Our round up of the five neobanks best positioned to lead the space in 2026… Nubank (Nu Holdings) Why It’s…

                  Our round up of the five neobanks best positioned to lead the space in 2026…

                  Nubank (Nu Holdings)

                  Why It’s Likely to Lead in 2026: Nubank already has over 100 million customers in Latin America and is actively pushing into new markets, including applying for a U.S. banking charter. This international expansion, combined with strength in credit, deposits, and FinTech adjacent services, gives it a shot at becoming a truly global neobank.

                  Risks/Challenges: Breaking into the U.S. (or other mature markets) is tough. Regulatory compliance, competition from domestic digital banks, and local consumer trust are big hurdles.

                  Revolut

                  Why It’s Likely to Lead in 2026: Revolut has deep product breadth (multi-currency, trading, credit, crypto, business accounts), and is aggressively expanding globally. It also has strong brand momentum. For instance, it was named the fastest-growing bank brand in the UK. Revolut’s capacity to cross-sell services and innovate puts it in a strong position.

                  Risks/Challenges: Scalability of regulatory compliance across many jurisdictions, potential regulatory crackdowns, and maintaining profitability with heavy investment costs are key risks.

                  Monzo

                  Why It’s Likely to Lead in 2026: Monzo recently crossed into profitability, bolstered by rising interest rates and growth of its lending and subscription services. It also has ambitions to expand beyond the UK into broader Europe and the U.S. As more neobanks are judged by their ability to monetise at scale, that profitability is a strong signal.

                  Risks/Challenges: Expansion outside the UK will test its product-market fit, regulatory compliance in new regions, and capital backing. Also, competition in the mature markets is fierce.

                  Bunq

                  Why It’s Likely to Lead in 2026: Bunq is one of the stronger pan-European neobanks, with multi-IBAN accounts, a broad user base across Europe, and deposit protections under EU frameworks. Its steady growth in deposits and commitment to European expansion gives it a solid foundation in its home turf.

                  Risks/Challenges: Scaling beyond Europe (or outside the EU regulatory regime) is harder. Also, its earlier ambition in the U.S. seems to have been pulled back, demonstrating how regulatory unpredictability can slow growth.

                  U.S. Digital Banks

                  Why It’s Likely to Lead in 2026: While Chime, SoFi, Varo, and others aren’t “neobanks” in the same exact model in all respects, they are dominant digital banking players in the U.S. market. Their deep user bases, product stacks (savings, credit, investing), and ability to leverage scale make them key contenders in the “neobank era”. As the U.S. digital banking adoption continues, one or more of these could claim leadership by 2026.

                  Risks/Challenges: U.S. regulation, interest rate cycles, competition from incumbents and fintechs, and margin pressures are big challenges. Also, converting free users to revenue-paying ones is an ongoing tension for all these models.

                  Honorable Mentions / Dark Horses

                  • Starling Bank (UK) — It already has a strong UK presence, though regulatory scrutiny (e.g. fines) is a risk.
                  • Kroo (UK) — Newly licensed, growing deposits quickly, potentially disruptive in niche markets.
                  • Regional & Asia / Africa challengers — Several neobanks in Asia, Africa, Latin America, and Southeast Asia are scaling fast; some may emerge as leaders in their regions (and eventually go global).

                  Conclusion & What to Watch

                  By 2026, what will separate the winners from the also-rans are:

                  1. Profitability / Unit Economics — It isn’t enough to grow; you need sustainable margins.
                  2. Regulatory & Compliance Strength — Multi-jurisdiction operations demand strong controls.
                  3. Platform / Ecosystem Expansion — Embedding finance (e.g. via APIs, partnerships), offering non-bank products (insurance, investing) will be key.
                  4. Global Reach & Localisation — The ability to expand across borders, but localise offerings to fit each market.
                  5. Trust & Resilience — In banking, trust is critical. Neobanks will be judged harshly on outages, fraud, security, and financial stability.
                  • Digital Payments
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  2 October 2025

                  Estimated Read time

                  3Mins

                  Plumery’s expansion, collaborating with Vancouver-based Aequilibrium, brings specific Canadian market capabilities to support credit unions delivery of personalised, compliant, and elevated member experiences

                  Plumery, the digital banking experience platform, today unveiled Canada-specific features and integrations giving Canadian credit unions a clear path to deliver personalized, compliant, and modern digital banking experiences.

                  Canadian financial institutions are facing heightened customer expectations, stiff competition from FinTechs, and growing pressure to modernise legacy systems. These pressures have been amplified by Central 1 Credit Union’s announcement that it will wind down its Forge (formerly MemberDirect) digital banking platform. The system, until recently, served over 170 credit unions across Canada.

                  This represents both a risk and an opportunity for credit unions. They must now plan for a replacement quickly, and also have the chance to adopt a platform that gives them greater control and the ability to compete on user experience.

                  The collaboration with Aequilibrium, with their deep knowledge of the Canadian regulatory landscape and user experience design ensures Plumery’s Canadian-ready platform is built around how Canadians, especially credit union members, expect to bank.

                  Though Canada’s banking sector is among the most advanced globally, many credit unions are held back by outdated infrastructure.

                  Plumery Tailored for Canadians

                  Meanwhile, members are demanding hyper-personalised, mobile-first and intuitive digital journeys. To meet these needs, Plumery has localised its platform with out-of-the-box features tailored for how Canadians bank. These include:

                  • Everyday payments and transfers such as bill payments, cheque deposits, and Interac e-Transfers.
                  • Support for Canadian savings and lending products including GICs, mortgages, and student loans.
                  • Business banking capabilities like bulk payments and payroll management.
                  • Compliance and user experience features including bilingual English/French support, privacy and data residency adherence, and accessibility standards.

                  Ben Goldin, CEO & Founder of Plumery, said: “With Forge winding down, Canadian institutions have a rare opportunity to modernise on their own terms, rather than being tied to outdated systems. Our platform provides an immediate, future-ready option that puts control back in the hands of credit unions. By working with Aequilibrium, we are combining global banking innovation with local expertise to deliver experiences that meet the unique needs of Canadian credit unions’ members.”

                  Plumery’s Canadian-ready platform is available now, and the company is already in discussions with multiple credit unions evaluating their digital futures beyond Forge.

                  About Plumery

                  Headquartered in the Netherlands, Plumery has a mission is to empower financial institutions worldwide, regardless of size, to craft distinctive, contemporary, and customer-centric mobile and web experiences.

                  Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. This blend has been cultivated through years of experience at start-ups, scale-ups, and established financial institutions, and most notably at globally leading financial technology companies, where they were instrumental in creating disruptive digital banking solutions and platforms that now serve 300+ banks globally. 

                  Plumery’s Digital Success Fabric platform provides banks with the foundation for success beyond fast-time-to-market by expediting the development of their digital front ends while significantly cutting costs compared to in-house initiatives or solutions with high total cost of ownership (TCO).  

                  About Aequilibrium

                  For over 13 years, Aequilibrium has supported small to large-sized credit unions globally, helping them modernize their digital banking, elevate their training practices through VR + AI, and create member-first experiences that leave a lasting impression. They simplify technology, co-create strategies, and deliver personalised experiences that enrich people’s lives.

                  • Digital Payments
                  • Neobanking

                  Author

                  Richard May

                  Published

                  1 October 2025

                  Estimated Read time

                  5Mins

                  Richard May, director of product development at virtualDCS, on navigating cyber regulation, assessing risk, and building digital resilience in a cloud-first financial landscape

                  In 2025, financial services are deeply reliant on digital infrastructures. Cloud services, especially, are reshaping how the sector operates.

                  The cloud offers both established and challenger companies the ability to improve flexibility, efficiency, and analytics capabilities. When deployed properly, it can deliver integrated security across an organisation, but also introduces new vulnerabilities.

                  Due to the sensitive nature of financial data, the sector remains a target for cyberattacks. This, combined with strict regulatory oversight, means firms must continuously align with evolving legislation while enhancing service functionality.


                  Which regulations do financial services need to be aware of?

                  There are several specific regulatory requirements that financial institutions must follow. These pieces of legislation are designed to ensure customer data is protected from attackers:

                  Payment card information and PCI-DSS

                  For businesses that handle payment card information, PCI DSS requirements dictate security and operational requirements for protecting cardholder information during storage, processing, and transmission. In practice, these requirements are 12 mandatory security controls that cover network security, data protection, vulnerability management, access control, monitoring and logging, physical security, testing, and policy enforcement. Failure to comply with the 12 security controls can lead to severe financial penalties and even liability for compensation costs.

                  GDPR implications

                  GDPR regulations categorise financial data as sensitive personal data. This refers to bank details, transaction histories, assets, credit scores, and anything else that might concern the overall financial health of an individual. Firms must take measures to prevent unauthorised access or risk facing fines.

                  Basel III considerations

                  The third Basel Accord, Basel III, sets the international standards for capital requirements, stress tests, liquidity regulations, and leverage. It is designed to reduce the risks of phenomena such as bank runs and bank failures, as we saw in the 2008 financial crash. Due to this, most of Basel III focuses on financial requirements such as liquidity to ensure banks are more resilient to changes in the international financial markets. However, it still communicates standards in relation to information and communication technology (ICT),‍ cyber incident response and reporting, and‍ third-party risk management (TPRM).

                  Digital Operational Resilience Act (DORA)

                  Introduced in January 2025 by the European Union (EU), DORA addresses rising digital dependency in finance. It covers ICT risk management, third-party oversight, operational resilience, incident reporting, and information sharing.

                  Compliance with these regulations is essential. Beyond avoiding penalties or criminal charges, it strengthens protection against growing cyber threats.

                  Assessing Vulnerability and Risk in the Financial Services Industry

                  Risk assessments are critical to business continuity and reducing the impact of cybersecurity breaches. A task of identifying threats and vulnerabilities, and quantifying the consequences of threats if they were to materialise, enables firms to rank services and ensure the most critical systems are protected first.

                  The Financial Services Information Sharing and Analysis Center (FS-ISAC) identified several key threats to the global financial sector in its latest report, including: 

                  Supply Chain Incidents

                  Businesses should remain alert to the competencies and overall security of service providers they utilise. As reliance on external providers is increasingly integral to many core business strategies, firms cannot afford to overlook the cyber maturity of their partners. To mitigate potential security risks, organisations should ensure and verify that all service providers meet robust cyber-security standards.

                  Fraud

                  The universality of real-time payments has led to a surge in fraud action in all sectors for which financial channels and services are used. The immediacy of payment has also created a scenario where it is almost impossible to retrieve stolen funds. Online scammers are building complex operations to take advantage of this. Fraud prevention and detection are becoming more and more important to companies in the sector. Increasing friction for payments through two-factor authorisation, along with other strategic obstacles, reduces fraud risks. Without cross-border partnerships tackling this global issue, however, this is set to remain a growing threat for businesses.

                  Ransomware

                  Ransomware has long been a cybersecurity threat. Many victims are often opportunistically targeted by hackers, rather than chosen specifically. Incidents of spear phishing are also on the rise – attackers research individuals or organisations to create personalised messages to convince them to click on infected links. Creating barriers to stop or delay ransomware attacks is therefore essential to reduce the threat. Ransomware’s targeting of customer data also means detection and recovery protocols are critical for firms that want to reduce the threat from malicious actors.

                  Distributed Denial-of-Service

                  The FS-ISAC revealed that financial services accounted for a third of all distributed denial-of-service (DDoS) attacks in 2023. DDoS attackers bring down an area of a network or application and extort the affected organisation for financial gain. Motivations may also include political statement-making, competitor sabotage, and cyber vandalism, simply to cause chaos and disruption. The increasing use of application programming interfaces (APIs) in the sector means that denial of service can have a devastating effect on financial service businesses. Firms should implement mitigation strategies to protect customer trust and service availability. 

                  When, Not If: Building Cyber Resilience Through Disaster Recovery

                  While cybersecurity defences are essential, effective disaster recovery is vital to reduce the impact of incidents and maintain operations.

                  Speed of recovery has become the main point of difference for organisations attempting to recover from cyber incidents. Prolonged downtime can lead to reputational damage, regulatory penalties, and lost customers. Without effective disaster recovery, continuity efforts are undermined.

                  Firms should develop a ‘when’, not ‘if’, mindset when it comes to disaster recovery. A comprehensive disaster playbook provides a manual in the event of a cyber incident. This plan must incorporate tools to allow for early detection of malicious action. Your plan for disaster recovery should be printed as a hard copy or saved on an external device (to ensure it remains accessible if your primary system is compromised). It must consider the first steps of: documenting evidence for cyber insurance and law enforcement, identifying and isolating infected systems, and informing relevant stakeholders an attack has taken place. Furthermore, the plan should contain information around communication and key contacts, an agreed chain of command and designated person to lead the ransomware response, and assurance the plan comes under regular review with ‘fire drill’ rehearsals.

                  Financial institutions face some of the most severe cyber risks in the world. Abiding by regulatory requirements goes some way to protect against threats, but organisations must go further – by proactively assessing threats, incorporating security measures, and preparing for disruptions. Resilience isn’t just about avoiding breaches. It is about ensuring trust, safeguarding sensitive data, and maintaining the ability to deliver reliable services in a digital-first landscape.

                  Learn more at virtualDCS

                  • Cybersecurity in FinTech
                  • Risk & Resilience

                  Author

                  Dan Brightmore

                  Published

                  29 September 2025

                  Estimated Read time

                  6Mins

                  Chirag Shah, Founder & CEO of Pulse, on ULI, and what it could mean for lenders and their customers

                  The UK’s financial services ecosystem is currently in the process of profound transformation. Traditional lending frameworks, characterised by siloed systems, static risk models, and manual processes, are no longer fit for purpose. They’re outdated and ineffective, unable to answer the needs of today’s digital economy. With the growth of embedded finance, real-time data, and rising customer expectations, financial institutions, platforms, and regulators are having to rethink their infrastructure from the ground up.

                  Initiatives like Open Banking, Making Tax Digital (MTD), and Open Accounting have already laid the groundwork for greater data accessibility, meaning that data is not only available but useable. But with that usability comes greater expectations – both businesses and consumers expect instant decisions, seamless experiences, and personalised products. The problem is that the lending infrastructure that should be able to deliver on this promise remains fragmented. Lending decisions are still difficult to make because data is scattered, while processes are duplicated and manual. While lenders, platforms, and regulators are unable to work in unison. The Unified Lending Interface (ULI) is emerging as both a technical solution and the next generation of lending infrastructure in the UK.

                  What is ULI?

                  ULI is a standardised interoperability framework that governs the exchange of credit-related data, events, and permissions across lending ecosystems. Unlike a product or single platform, ULI acts as an underlying protocol, a form of modular APIs, data schemas, and event models that make it easier for lenders, platforms, and borrowers to interact in a consistent, secure, and scalable way. The idea being that if data can be standardised and exchanged in real time, credit decisioning and servicing can become significantly more efficient, transparent, and inclusive.

                  What this looks like in real terms is:

                  • The use of standardised data models for origination, underwriting, and loan servicing
                  • Real-time event streaming for repayments, defaults, and restructures
                  • Cross-lender affordability and exposure checks
                  • Secure, user-driven consent mechanisms
                  • Customisable APIs to suit various regulatory and operational contexts
                  • In-built analytics and reporting tools for compliance and performance

                  ULI is not yet a formal regulatory term, but its equivalents are already emerging in industry-led pilots and fintech platforms. In my view, its adoption would be the next logical step in the evolution of UK lending.

                  The Challenges That ULI Could Solve

                  Despite the rapid uptake of embedded finance, the underlying infrastructure that should power and enable it has begun to fall behind. This disconnect has created multiple pain points that need to be addressed if innovation and effective risk management are to continue.

                  One major challenge lies in siloed integrations. Many lenders rely on custom-built connections with each distribution partner, which typically results in fragile systems that are difficult to scale and costly to maintain. This is not only inefficient, it makes it harder to respond to changing market demands.

                  Risk visibility is another concern. As things stand, most lenders assess credit exposure in isolation, which means that a business could have multiple existing loans on different platforms with no aggregated affordability assessment. This creates obvious blind spots, increasing the chances of overextension and missed risk signals.

                  Borrowers themselves are often unaware of why or how credit decisions are made or how their data is used. This opacity leads to a lack of trust, and can deter people from responsible borrowing. And regulatory friction adds further strain. Many institutions still rely on outdated tools for supervisory reporting, including batch files and CSVs, which are prone to error and inefficiency. This creates compliance burdens and slows down oversight.

                  Lastly, customer concerns around data sharing presents another barrier. Without clear, user-driven consent frameworks, individuals and businesses are reluctant to share financial data. This not only limits lenders’ ability to personalise offerings but also undermines accurate risk assessment.

                  The ULI directly addresses these challenges by introducing a common framework for interoperability. It brings much-needed structure to an otherwise fragmented ecosystem, enabling lenders and platforms to work together more efficiently without stifling innovation. It also helps restore trust to all users.

                  How ULI Works

                  Rather than acting as a centralised system, ULI operates as a distributed interoperability layer, purpose-built for credit. It works in four general phases:

                  Standardising loan origination

                  ULI defines a shared schema for different credit products, whether that’s long-term loans, merchant cash advances, invoice financing, or credit lines. This shared language allows platforms and lenders to integrate quickly and consistently. My company has already pioneered this approach, embedding ULI frameworks into platforms that support the entire loan lifecycle, from application to disbursement, collections, and ongoing management.

                  Affordability and risk aggregation

                  A critical ULI function is its ability to aggregate exposure across multiple lenders in real time. This enables federated credit checks, prevents borrower overextension, and enhances regulatory oversight. Again, this is something that my company is already doing, with a solution that integrates with ULI to assess a borrower’s receivables, providing granular visibility into cash flow and repayment capacity.

                  Real-time event notifications

                  With ULI, you also introduce real-time event notifications that allow key loan events, such as repayments and missed instalments, to be monitored in real-time. This enhanced visibility enables lenders to monitor risk continuously, rather than relying on retrospective data. It also allows for the automation of collections to streamline the response to any such events. Additionally, lenders can make easy adjustments to credit limits based on a borrower’s behaviour and financial performance over time. Essentially, bringing both control and flexibility to lending.

                  Streamlined application journeys

                  ULI also helps streamline multi-lender application journeys through a single interface. Our system, for example, allows for automated underwriting, with over 95% of applications decisioned in under 60 seconds. This means that loan applications can be completed in minutes, drastically improving both lender efficiency and borrower experience.

                  Is The UK Ready For ULI?

                  Several recent developments suggest that, from a regulatory standpoint, the UK is uniquely positioned to adopt ULI, or similar. First, there’s the government’s Smart Data agenda, which is expanding the legal framework to support cross-sector, user-permissioned data sharing, which is an essential foundation for interoperable lending. While the ongoing development of Open Finance reflects a clear determination to build modular, interconnected financial services systems that mirror the goals of ULI. At the same time, increased regulatory scrutiny of traditional credit bureaus signals a broader appetite for more transparent, real-time credit models that can better serve both lenders and borrowers. As such, ULI wouldn’t replace existing financial infrastructure, it would complement it. Helping to modernise business lending and improve access to credit.

                  Financial services have become increasingly modular. It’s an approach that answers the evolving needs of today’s digitally driven businesses. A side effect of that is a lack of standardisation and agility. ULI provides a solution to resolve that problem. By empowering lenders with real-time data, simplifying compliance, and creating a more inclusive and transparent borrower experience, it signals a move towards more responsible finance. In my book, that’s the future of lending.

                  • Embedded Finance
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  26 September 2025

                  Estimated Read time

                  2Mins

                  Join 3,000+ industry decision makers and influencers at Smart Retail Tech Show for your opportunity to gain the tools to stay ahead in a competitive market

                  If you’re in retail and looking to stay ahead in a fast-changing market, the Smart Retail Tech Expo is a must-attend event. With thousands of industry professionals, the show is a hub for innovation, showcasing the latest technologies to enhance the customer journey, streamline operations, and drive growth. Whether it’s improving operations, enhancing safety, enabling contactless payments, or elevating the customer experience, it’s all on the show floor.

                  Regardless if you’re an independent retailer or part of a global chain, this is your chance to explore cutting-edge solutions!

                  Why Attend Smart Retail Tech Expo?

                  With only pre-qualified decision-makers and key influencers in attendance, it’s the perfect place to network, learn, and invest in the future of retail.

                  Visitors include Key Decision-Makers: CTO | Director of Retail Experience | Digital Transformation Director | Director of Innovation | Head of Customer Experience | Head of Digital & E-commerce

                  • 3,200 visitors in attendance
                  • 86% have purchasing authority
                  • 76% are looking to source new products & services
                  • 95% are senior management or above

                  Smart Retail Tech Expo is where retail innovation happens! Small business or global, discover cutting-edge solutions and in one place and shape retail’s future.

                  “Thanks @smartretailexpo! Packed with innovation, connected with lots of great problem solving startups doing amazing work in the space!”

                  Daniel Himsworth, Marks & Spencer

                  Keynote speakers include experts from e-commerce, retail, and tech backgrounds, alongside many more. They will be sharing insights from their personal journey and future-proofed strategies on customer engagement, globalising your business, social media commerce, and lots more. Come and hear from the industry’s biggest voices and learn about how to keep ahead in the white and private-label sector. Keynote speakers include expert insights from Pinterest, Tik Tok, Uber Eats, Alibaba and many more…

                  Register now for free tickets and gain insider knowledge… Beyond networking, Smart Retail Tech Expo offers expert-led sessions and insights into emerging trends, sourcing strategies, and retail technology—giving you the tools to stay ahead in a competitive market.

                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  Estimated Read time

                  2Mins

                  Join over 25,000 entrepreneurs, SME owners, and senior professionals at Excel London for The Business Show London 2025

                  The world’s largest award-winning business event, The Business Show London 2025, is returning to Excel London on the 12th and 13th of November 2025. Join over 25,000 SMEs and startups at this premier London business expo, designed to provide the support and resources you need to start, grow, or scale your business.

                  As always, the event offers free expert advice and insights from some of the biggest names in the industry. Building on last year’s impactful keynotes, this year’s business conference features fresh faces—business leaders who have thrived in recent years. In today’s digital landscape, this is a rare opportunity to gain face-to-face experience, advice, and inspiration from those who have been in your position and succeeded.

                  Whether you’re looking to network at one of the best business networking events in London or seeking new business partnerships, this event is your gateway to unlocking growth. For enquiries, registration, or to book a stand, contact the team today and secure your place at the UK’s leading SME business event.

                  Why Attend The Business Show London?

                  This flagship London business expo offers unparalleled opportunities to connect with industry leaders, discover cutting-edge solutions, and gain practical insights to accelerate your business.

                  “Vibrant, electric and inclusive ….the atmosphere I felt today at The Business Show, London excel as a keynote speaker representing Google. Such an incredible turn out, engaged listeners and wonderful to also have 121’s with many entrepreneurs on business growth utilising AI!”

                  Harmony Murphy, Google

                  With thousands of exhibitors, inspiring keynote speakers, and interactive show features, the show caters to startups, established businesses, and everyone in between. Whether you’re looking to connect with startups, explore small business exhibitions, or attend the UK’s leading business growth conference, this event will equip you with fresh ideas and practical strategies to help your business succeed.

                  • 500+ exhibitors
                  • 86% attendee satisfaction rate
                  • 75% attendees plan to return
                  • 6 show features

                  Don’t miss your chance to participate in one of the top business networking events in London.

                  Register now for free tickets and join the UK’s most ambitious business minds to gain new partnerships, expert advice, and business development opportunities.

                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  25 September 2025

                  Estimated Read time

                  2Mins

                  Wells Fargo and Google Cloud have expanded their strategic relationship to deploy Agentic AI tools across the bank. As an early…

                  Wells Fargo and Google Cloud have expanded their strategic relationship to deploy Agentic AI tools across the bank. As an early adopter of Google Agentspace, Wells Fargo is equipping teams with AI agents that will help improve the customer experience, automate routine tasks, and unlock new levels of innovation.

                  With a strong commitment to responsible AI, Wells Fargo and Google Cloud are focused on modernising financial services and empowering employees with Generative AI solutions to deliver more personalised support and services. This strategic relationship reflects Wells Fargo’s dedication to innovation and transforming how the bank serves its customers.

                  About Wells Fargo

                  Wells Fargo is a leading financial services company that has approximately $2.0 trillion in assets. We provide a diversified set of banking, investment and mortgage products and services, as well as consumer and commercial finance, through our four reportable operating segments: Consumer Banking and Lending, Commercial Banking, Corporate and Investment Banking, and Wealth & Investment Management. Wells Fargo ranked No. 33 on Fortune’s 2025 rankings of America’s largest corporations. News, insights, and perspectives from Wells Fargo are also available at Wells Fargo Stories.

                  • Artificial Intelligence in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  24 September 2025

                  Estimated Read time

                  3Mins

                  Integration connects Franklin Templeton’s proprietary tokenisation platform to BNB Chain’s growing ecosystem of institutional and retail investors, supporting secure, compliant on-chain financial products

                  BNB Chain, leading L1 ecosystem, and Franklin Templeton, a global investment leader with $1.6 trillion in assets under management, today announced the expansion of Franklin Templeton’s Benji Technology Platform onto the BNB Chain. This integration allows Franklin Templeton to leverage BNB Chain’s scalable, low-cost, compliance-ready, and enterprise-grade infrastructure to provide global clients with seamless access to tokenized investment products.

                  Benji Blockchain Technology Platform

                  The Benji Technology Platform is Franklin Templeton’s proprietary blockchain-integrated stack, designed to facilitate trading, management, and administration of token-based investments. Using this platform, Franklin Templeton launched the world’s first U.S.-registered mutual fund in 2021 using blockchain-integrated technology to process transactions and record share ownership. The firm has since launched several tokenized investment products, fully on-chain, that support a wide range of global client needs across retail, wealth, institutional, bank and collateral use cases.

                  By deploying on BNB Chain, Franklin Templeton gains access to a growing ecosystem of institutional and retail participants while demonstrating the network’s ability to support real-world, on-chain financial products at scale. 

                  “Our goal is to meet more investors where they’re active, while continuing to push the boundaries of what tokenization can deliver with security and compliance at the forefront. Together, Franklin Templeton and BNB Chain will work to deliver tokenized assets with greater utility, and enhanced features for retail and institutional clients across the globe.”

                  Roger Bayston, Head of Digital Assets, Franklin Templeton

                  BNB Chain has become a premier destination for tokenized financial products, including money market funds, public equities, credit instruments, and other real-world assets. It enables tokenisation at scale through its powerful tech stack designed for secure, low-cost execution with real-time finality.

                  “BNB Chain has a purpose-built environment that issuers can’t find elsewhere: fast settlement, low fees, and compliant data tooling in one ecosystem. Franklin Templeton’s decision to expand the Benji Technology Platform to our network demonstrates that BNB Chain can support regulated, real-world assets at scale and continues to strengthen our ecosystem of tokenised financial products.”

                  Sarah Song, Head of Business Development at BNB Chain

                  About BNB Chain

                  BNB Chain is a community-driven blockchain ecosystem that is removing barriers to Web3 adoption. It is composed of:

                  • BNB Smart Chain (BSC): A secure DeFi hub with the lowest gas fees of any EVM-compatible L1; serves as the ecosystem’s governance chain.  
                  • opBNB: A scalability L2 that delivers some of the lowest gas fees of any L2 and rapid processing speeds.
                  • BNB Greenfield: Meets decentralized storage needs for the ecosystem and lets users establish their own data marketplaces.

                  Setting a high bar for security, the AvengerDAO community protects BNB Chain users while Red Alarm provides a real-time risk-scanner for Dapps. The ecosystem also offers a range of monetary and ecosystem rewards as part of its Builder Support Program. For more, follow BNB Chain on X or start exploring via our Dapp library.

                  About Franklin Templeton

                  Franklin Resources, Inc. is a global investment management organisation with subsidiaries operating as Franklin Templeton and serving clients in over 150 countries. Franklin Templeton’s mission is to help clients achieve better outcomes through investment management expertise, wealth management and technology solutions. Through its specialist investment managers, the company offers specialization on a global scale, bringing extensive capabilities in fixed income, equity, alternatives and multi-asset solutions. With more than 1,500 investment professionals, and offices in major financial markets around the world, the California-based company has over 75 years of investment experience and [$1.64 trillion] in assets under management as of August 31, 2025. For more information, please visit franklintempleton.com 

                  • Blockchain & Crypto

                  Author

                  Dan Brightmore

                  Published

                  23 September 2025

                  Estimated Read time

                  2Mins

                  CIBC launches GenAI platform, CAI, for data analysis, accelerated research, light coding and more…

                  CIBC today announced the bank-wide launch of CIBC AI (CAI), its in-house Generative AI platform, to help drive further productivity across the organization and enable team members to deliver on the bank’s client-focused strategy.

                  CIBC AI (CAI)

                  CAI launched a pilot phase in July 2024 with an initial group of team members across Canada, the US and the UK. The AI platform has saved team members an estimated 200,000+ hours during the pilot by enabling team members to automate common tasks such as summarizing documents, drafting emails, compiling research and other text-based content.

                  “It’s been tremendous watching the uptake of CAI across our bank and how it has helped simplify routine tasks for team members, better enabling them to focus on delivering value to our clients. What sets CAI apart is its adaptability to the unique needs of each team, from writing to research and analysis or even light coding suggestions, CAI has had a positive impact across all lines of business.”

                  Dave Gillespie, Executive Vice-President, Infrastructure, Architecture and Modernisation, CIBC

                  CAI is a custom-built Generative AI platform that was designed by CIBC from the ground up to support team members with a task-driven approach. It features an intuitive dashboard that allows users to easily navigate through various functionalities such as data analysis, accelerated research and preparing presentations. With the adoption of CAI, team members are able to focus their time on higher value activities.

                  Responsible AI

                  Team members need to complete a mandatory training course in order to access CAI, which provides an understanding of CIBC’s approach to AI and data, as well as the responsible governance framework in place to guide the use of AI at the bank.

                  “Innovation has long been a hallmark of CIBC’s approach to meeting client needs, and we’re incredibly proud to take another exciting step forward in enhancing everyday experiences for our team members.” added Gillespie.

                  CIBC reinforced its commitment to responsible AI by becoming the first major Canadian bank to sign the Government of Canada’s Voluntary Code of Conduct on the Responsible Development and Management of Advanced Generative AI Systems in March. 

                  About CIBC

                  CIBC is a leading North American financial institution with 14 million personal banking, business, public sector and institutional clients. Across Personal and Business Banking, Commercial Banking and Wealth Management, and Capital Markets and Direct Financial Services businesses, CIBC offers a full range of advice, solutions and services through its leading digital banking network, and locations across Canada, in the United States and around the world. Ongoing news releases and more information about CIBC can be found at www.cibc.com/ca/media-centre.

                  • Artificial Intelligence in FinTech

                  Author

                  Toine van Beusekom

                  Published

                  22 September 2025

                  Estimated Read time

                  4Mins

                  Toine van Beusekom, Strategy Director at Icon Solutions, on embracing a transformation strategy for payments

                  For banks, change is no longer something they can simply let happen. They need to make it happen.

                  This marks a significant shift from the past decade, where the demands of complying with major regulatory initiatives – such as the migration to ISO 20022 in combination with support for instant and cross-border payment schemes – prompted action above all else. This is unsurprising, as you really don’t want to mess with regulators and miss imposed deadlines.

                  But as a defining regulatory era starts to wind down, things stand to be much different. Without the next deadline looming to provide direction, suddenly the road ahead feels more uncertain.

                  This is a good time for banks to step back, take a hard look at the current state of their payments ecosystem, and ask themselves some honest questions. Have regulatory requirements been addressed as part of a strategic approach to transforming the infrastructure to realise long-term business value and competitive differentiation? Or have they been barely met by short-term fixes, workarounds, gaffer tape and hope?

                  For most banks, it is likely more the latter than they would care to admit. And this has huge implications as they look towards meeting the demands of the future.  

                  Are Banks Truly Ready For ISO 20022?

                  ISO 20022 migration, which has largely dominated the change agenda over recent years, is a perfect illustration. After years of work and investment, banks should now, in theory, boast a modern payments ecosystem capable of high-performance, real-time ISO 20022 processing. Yet the reality is that many still possess fragmented and complex estates that rely on various individual processing engines for different payment types, with an ISO 20022 mapper used around the edges to support low real-time volumes. This means that, despite huge investments, banks may find themselves unprepared as ISO 20022 volumes start to ramp up.

                  Now comes the big problem – which extends far beyond ISO 20022. Using the regulatory agenda as a pretext for securing more budget to pay down the existing technical debt and patch a solution is no longer the failsafe option it once was. Instead, addressing the challenges now relies on the much harder work of building a compelling and viable business case for change.

                  Consolidation: Spend Less Money. Make More Money. Don’t Go To Jail

                  Happily, there is a way to finally break free of the constraints of outdated, legacy infrastructure: consolidation. In fact, any bank in the business of processing payments should now be looking to work towards a single, consolidated infrastructure capable of supporting any payment, anytime, anywhere. 

                  The business case for consolidation is clear, as it is foundational to the three key pillars of any transformation strategy. Banks spend less money by using standardised and open technologies to realise scale economies and lower the cost per transaction. They make more money as it is far easier to bring new products to market quickly or deliver value-added services. Finally, and with resiliency and compliance in the spotlight amid high-profile outages and geopolitical manoeuvring, they avoid jail through increased performance and transparency.

                  A Smarter Approach To Consolidation

                  The key question then becomes how to consolidate. 20 years ago, ‘consolidation’ meant a big bang, a years-long transition programme to a black-box payments hub costing hundreds of millions and leaving banks entirely reliant on a single vendor. Unsurprisingly, all these projects failed at Tier 1 banks. Yet the significant challenges of building entirely in-house have also been laid bare in recent times by well-documented project overruns, never realised benefits and blown budgets.

                  Today, we are seeing a new approach. To stay in control of their costs, build and risk, banks are increasingly turning to leverage flexible payment development framework solutions that allow them to sustainably move towards a consolidated payments processing infrastructure.

                  Success here demands a clear strategy outlining why transformation is needed, what ‘good looks like’ in terms of the target state, and finally how to actually get there. Guided by this blueprint, banks can then leverage a feature-rich development framework to reimagine the payments processing value chain – moving away from a horizontal end-to-end approach for single payment types and towards decoupled, vertical, bespoke, service-aligned flows.

                  This progressive, gradual approach to transformation helps to realise immediate benefits that compound over time as more flows migrate over, while enabling banks to meet the requirements of new payments types, clearing and settlement methods, markets and use-cases as they emerge.

                  Lead Payments Forward

                  Looking more broadly, consolidation represents a chance to finally end the cycle of short-termism and reactivity that has for so long inhibited and disincentivised meaningful, strategic change and contributed to huge technical debt. For the first time in decades – perhaps ever – banks have an unmissable opportunity to take control, transform on their own terms and truly lead payments forward. But can they recognise and seize the moment amongst all the noise and hype?

                  Learn more at: https://iconsolutions.com/

                  • Digital Payments
                  • Embedded Finance
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  18 September 2025

                  Estimated Read time

                  2Mins

                  Embat and MicroFin strategic alliance delivers AI-powered cash management, reconciliation and real-time visibility for finance teams managing complex, multi-entity operations

                  Embat, the leading European financial management and treasury platform, has formed a strategic partnership with MacroFin, part of Cooper Parry Digital and the UK’s leading NetSuite Alliance Partner. The collaboration combines MacroFin’s market-leading NetSuite implementation expertise with Embat’s next-generation treasury technology. The alliance will help finance teams tackle the growing complexity of international operations.

                  MacroFin has been recognised as NetSuite Alliance Partner of the Year since 2021, reflecting its reputation and expertise for delivering the UK’s most complex ERP implementations. Following its acquisition by Cooper Parry, MacroFin has further solidified its position as one of the UK’s premier NetSuite partners.

                  Facing the Challenge to Transform

                  As companies scale – particularly in sectors such as SaaS, e-commerce, retail, and hospitality – their finance teams face challenges to transform that outgrow traditional tools such as Microsoft Excel. Multi-currency operations, multiple legal entities, high transaction volumes, and increased regulatory demands. This partnership ensures NetSuite clients have access to Embat’s treasury platform bidirectionally connected to NetSuite, offering:

                  • Real-time cash visibility across accounts and currencies
                  • AI-powered bank reconciliation that cuts manual processing time by up to 90%
                  • Advanced forecasting to support strategic planning
                  • Automated treasury operations to streamline day-to-day processes
                  • Seamless NetSuite integration for consistent, efficient workflows
                  • TellMe, Embat’s AI-powered treasury analyst, which enables finance teams to save up to 75% of their time on manual tasks. Freeing them to focus on strategic decision making

                  Treasury Management

                  “Treasury management has evolved from a back-office task to a strategic driver of business growth and efficiency. By working with MacroFin, we’re making advanced treasury technology accessible to NetSuite clients who need real-time visibility and automation to manage complexity with confidence.”

                  Theo Wasserberg, Head of UK&I at Embat

                  “When clients face complex international and multi-entity challenges, we look for solutions that go beyond NetSuite’s native functionality. Embat’s direct integration and AI-driven automation deliver the clarity and efficiency CFOs need in today’s environment.”

                  Ross Latta, Co-Founder of MacroFin

                  This partnership underscores Embat and MacroFin’s shared commitment to innovation in financial technology and toempowering CFOs and finance teams with tools that enhance both operational efficiency and strategic insight.

                  About Embat

                  Embat is a leading European financial management and treasury platform that enables finance teams in medium and large companies to centralise all operations from banking relationships to their financial management processes. It allows finance teams to save up to 75% of their time on manual tasks by using TellMe, our AI-powered treasury analyst, so they can focus on strategic decision-making. The main functions of Embat are treasury automation, automated accounting, and payments. Clients experience cost savings (by optimising their working capital management), time savings, reduced errors and an increased quality of life.

                  About MacroFin with 3RP and the CP Digital Family

                  MacroFin is a UK-based consultancy specialising in finance-led ERP (Enterprise Resource Planning) transformations centred around the NetSuite platform. Founded in 2018 by chartered accountants, their approach emphasises embedding finance expertise at every stage of implementation. They offer services including NetSuite implementation, optimisation, training, support, and custom development. 

                  In 2024, MacroFin joined Cooper Parry to form CP Digital alongside 3RP and Cloud Orca, creating a digital transformation hub with wider expertise and tech partnerships.

                  MacroFin has implemented NetSuite for leading brands like Babylon, Depop, PensionBee, and Zego, achieving average go-live in four months.

                  • Artificial Intelligence in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  17 September 2025

                  Estimated Read time

                  3Mins

                  New data from Evident shows banks are increasingly turning AI research into real-world tools

                  AI benchmarking and intelligence platform Evident has published its latest report… The State of AI Research in Banking, analyses over 2,700 AI-specific papers from 50 of the world’s largest banks. 

                  The State of AI Research in Banking

                  The report shows that the big banks have increased their annual artificial intelligence research output by 7x over the past five years. The most AI-advanced institutions are focusing on research areas that directly serve their AI production pipelines.

                  Since 2019, the number of banks publishing AI research has nearly doubled from 25 to 46 from 50 banks tracked by Evident. Last year, two-thirds of this research (65%) was driven by just five banks. They are JPMorganChase (37%), Capital One (14%), Wells Fargo (5%), RBC (5%), TD Bank (4%).

                  According to Evident, it’s possible to map the banks’ historic research pipelines directly to their artificial intelligence use cases and products. From RBC’s ATOM model powering responsible lending to Capital One’s multi-agent systems for customer service. Examples of banks where research papers have served as blueprints for production include:

                  • Capital Markets & Trading: Scotiabank, RBC Borealis, BlackRock, JPMorganChase
                  • Transactions, Risk, AML, and Fraud: RBC Borealis, NatWest, CommBank
                  • Agentic AI and Workflow Automation: Capital One, JPMorganChase, UniCredit
                  • Causal AI and Personalisation: BBVA, TD Bank
                  • Customer Experience and Summarization: NatWest, JPMorganChase

                  “Through their research programmes, banks like JPMorganChase, Capital One, RBC, Wells Fargo, and TD Bank are setting the tone for how AI will be deployed in high-stakes, regulated environments. In contrast to the more commercially-guarded R&D practices of Big Tech, these banks are signalling the future of applied AI in financial services. And, most impressively, moving from research pipelines into production at scale within two to three years. Which is lightning fast by academic standards.”

                  Alexandra Mousavizadeh, Co-founder & CEO, Evident

                  The Rise of Agentic AI

                  The State of AI Research in Banking report also points to the rise of Agentic AI as a priority within the world’s largest banks. 

                  Evident’s data shows that AI Agents and Agent-based Systems research is now the fifth most popular research paper theme. Agentic themed research accounts for nearly 6% of year-to-date 2025 publications – or twice the current share of public agentic use cases Evident found across banking. 

                  As more resources pour into agentic research, there has been an accompanying year-over-year decline in papers focused on Computer Vision (-0.7%), Scientific Discovery (-1.8%), and Healthcare / Biomedicine (-2.2%). This data further underscores where and how banks are shifting efforts away from open inquiry, in favour of applied research that clearly relates to immediate business applications.

                  “While academic research within big business is often dismissed as a vanity exercise to keep PhDs happy, our analysis shows the opposite. The leading banks are pushing the frontier on emerging technologies like agentic AI – building the architectures and workflows that will soon underpin real-world applications. This isn’t research for research’s sake: it’s laying the foundation for faster deployments, smarter trading agents, and the next frontier of AI-driven financial services,” added Mousavizadeh.

                  About Evident

                  Evident is the intelligence platform for AI adoption in financial services. The company supports leaders stay ahead of change with in-depth insights, benchmarking, and real-time data through its flagship Indexes, Insights across Talent, Innovation, Leadership, Transparency and Responsible AI pillars, a real-time Use Case Tracker, community and events. Evident also provides private outcomes benchmarking, enabling firms to understand how their adoption of artificial intelligence compares to peers. Learn more at www.evidentinsights.com

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  Estimated Read time

                  3Mins

                  Revolutionary integration ensures real-time policy verification, combats document fraud, and boosts trust in the supply chain

                  Business Choice Direct (BCD), a leading insurance provider to the transport and logistics industry, has announced a groundbreaking partnership with Trustd, the government-certified digital identity platform for transport and logistics. They launch the logistics sector’s first use of verifiable insurance credentials. This platform facilitates digital proof of valid insurance which can be instantly confirmed by any third party. Whether a fleet owner, freight forwarder, or shipper.

                  Traditionally, insurance documentation relied on physical or emailed copies. These were easily outdated or manipulated, leaving carriers, subcontractors, and freight businesses vulnerable to fraud. In many cases, invalid or refunded insurance policies are mistakenly accepted because there’s no easy way to verify them when they are presented as proof of cover. Figures from BCD renewal statistics 2025 show that on average almost 30% of insurance policies are cancelled per month. Whilst not all of these cancellations are due to fraudulent activity, this statistic highlights the significant volume of potential risks that could have gone undetected by manual paperwork processes.

                  The Trustd and BCD Partnership

                  Through integration with Trustd, BCD policyholders can now generate secure, real-time verifiable credentials. These provide instant verification of valid insurance coverage, accessible and confirmable by any third-party. Including fleet owners, freight forwarders, or shippers, at any time. The insurance details can be instantly authenticated through secure digital channels, ensuring full transparency and reliability. In addition, the credentials are portable and tamper-proof and can be checked without relying on phone calls or visual inspections.

                  These digital insurance policies benefit over 10,000 logistics businesses on the TEG platform, one of Trustd’s flagship customers. This is achieved by providing instant updates if a policy is cancelled or expires, allowing quick action without confusion. This prevents instances of fraud and unauthorised carriers moving freight without the correct insurances. 

                  The First Industry Compliance Tool for Insurance 

                  “This is a game-changer for insurance verification in logistics,” said Tristan Scaife, Director of Commercial at Business Choice Direct (BCD). This is the first time the logistics industry has access to real-time confirmation that a courier genuinely holds the right insurance. Through our partnership with Trustd, we’ve eliminated the uncertainty that risk and compliance teams have faced for years. No more guesswork, just instant, verified proof. We’re proud to be the first insurer to offer this capability with Trustd. Ensuring our customers’ credentials are both secure and effortlessly verifiable”. 

                  A Breakthrough for Trust, Safety, and Transparency in the Sector

                  For drivers and carriers, this means an easy way to share and verify your insurance with anyone or any company for transport work.

                  For businesses, it offers a reliable and seamless method to ensure every policy presented is current and valid. Minimising risk, improving compliance, and streamlining operations.

                  Scaife continues: “In terms of our partnership with TEG, we can offer exclusive savings and drivers can be confident that everyone on the platform and insured with BCD, is a Trustd courier. We’re proud to offer exclusive insurance discounts to Trustd users who choose to verify their credentials digitally”.

                   “I’ve always known providing credible documents can be a challenge, so this integration with BCD is exciting. Together, we’re pioneering innovation in logistics by solving problems that have existed for decades. This partnership with BCD is just the beginning. Our platform is designed to support a growing network of credential issuers, creating a single source of truth for all the verifiable credentials that carriers and drivers need. It’s a win for everyone, from fleet operators to individual drivers.”

                  Lyall Cresswell, Founder & CEO of Trustd

                  Once launched, this solution will be available to all TEG users with a BCD-issued policy.

                  About Business Choice Direct

                  Business Choice Direct (BCD) is a specialist insurance broker offering tailored cover for professionals in the transport, courier, and logistics industries. With expert advice and competitive pricing, BCD helps small and large businesses stay protected on the move.

                  About Trustd

                  Trustd is the first government-certified digital identity management platform designed specifically for transport and logistics. It digitises key industry documentation into secure, verifiable profiles that enhance trust and security across the supply chain.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  15 September 2025

                  Estimated Read time

                  2Mins

                  Integration of open banking technology and digital banking experience platform delivers seamless, standards-compliant customer experiences

                  Ozone API, the global leader in open banking and open finance technology, and Plumery, a digital banking experience platform, today announced a strategic partnership for true customer-centric banking. The collaboration combines Ozone API’s specialist open banking platform with Plumery’s Digital Success Fabric, to empower financial institutions to deliver seamless, compliant, and innovative digital banking experiences.

                  The partnership combines Ozone API’s standards-based open API technology, built to support all global open banking standards and regulations, with Plumery’s modern, cloud-native digital banking experience platform. This integration empowers banks and financial institutions to rapidly deploy customer-centric mobile and web applications. These can seamlessly incorporate open banking capabilities without compromising on compliance or security.

                  Ozone API & Plumery – A Digital Partnership

                  “At Ozone API, we do one thing better than anyone else – provide standards-based open API technology to banks and financial institutions. Our partnership with Plumery represents the perfect orchestration of market-leading technologies. By combining our specialist open banking technology with Plumery’s innovative digital banking platform, we’re enabling financial institutions to deliver truly differentiated customer experiences with an accelerated time to market.”

                  Huw Davies, Co-founder and CEO of Ozone API

                  “Our partnership with Ozone API represents a significant milestone in our mission to empower financial institutions with truly customer-centric digital banking experiences. The integration enables banks to not just meet regulatory requirements, but to transform open banking from a compliance necessity into a competitive advantage. Through future-proof architecture our clients can now deliver innovative, personalised services that leverage open banking data while maintaining the flexibility and speed-to-market that our platform is known for.”

                  Ben Goldin, CEO, Plumery

                  The joint solution addresses the growing demand from financial institutions for integrated digital banking platforms that can harness open banking capabilities. These can enhance customer engagement and create new revenue streams. Banks can now utilise Plumery’s flexible, developer-friendly platform to craft tailored digital experiences. Meanwhile, seamlessly integrating Ozone API’s robust open banking functionality.

                  About Ozone API

                  Ozone API empowers banks, fintechs, and financial institutions worldwide to thrive in the world of open banking. Founded by the team behind the UK’s open banking standards, our platform delivers secure, compliant, and high-performance APIs that unlock the potential of open finance. We help clients across multiple continents comply with evolving standards, create commercial value from their data, and deliver innovation at speed. Learn more: https://ozoneapi.com

                  About Plumery

                  Founded in 2016 as a private consultancy collaborating with leading global banking companies, Plumery became a registered brand in 2017 and evolved into an independent product company in 2022. Backed by renowned venture capital firms, Plumery now offers a modern, cloud-native digital banking experience platform. Headquartered in the Netherlands, Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. Operating across Amsterdam, Lisbon, and Vilnius, Plumery’s mission is to empower financial institutions worldwide, regardless of size, to craft distinctive, contemporary, and customer-centric mobile and web experiences. Learn more: https://plumery.com/

                  • Digital Payments
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  11 September 2025

                  Estimated Read time

                  3Mins

                  Franklin Templeton and Binance are harnessing blockchain tech to create solutions that merge the scale of traditional finance with the speed and accessibility of decentralised markets

                  Binance, the world’s leading cryptocurrency exchange by trading volume and users, and Franklin Templeton, a global investment leader with $1.6 trillion in assets under management, have announced a collaboration to build digital asset initiatives and solutions tailored for a broad range of investors.

                  Binance and Franklin Templeton Innovating with Tokenisation

                  The firms will explore ways to combine Franklin Templeton’s expertise in the compliant tokenisation of securities with Binance’s global trading infrastructure and investor reach. The goal is to deliver innovative solutions to meet the evolving needs of investors. By bringing greater efficiency, transparency and accessibility to capital markets with competitive yield generation and settlement efficiency.

                  “As these tools and technologies evolve from the fringes to the financial mainstream, partnerships like this one will be essential to accelerating adoption,” said Sandy Kaul, EVP, Head of Innovation at Franklin Templeton. “We see blockchain not as a threat to legacy systems, but as an opportunity to reimagine them. By working with Binance, we can harness tokenisation to bring institutional-grade solutions like our Benji Technology Platform to a wider set of investors and help bridge the worlds of traditional and decentralized finance.”

                  “Investors are asking about digital assets to remain ahead of the curve, but they need to be accessible and dependable. By working with Binance, we can deliver breakthrough products that meet the requirements of global capital markets and co-create the portfolios of the future,” said Roger Bayston, EVP and Head of Digital Assets at Franklin Templeton. “Our goal is to take tokenisation from concept to practice for clients to achieve efficiencies in settlement, collateral management, and portfolio construction at scale.”

                  “Binance has a record of innovating first-in-crypto solutions that unlock access and opportunities for investors. Our strategic collaboration with Franklin Templeton to develop new products and initiatives furthers our commitment to bridge crypto with traditional capital markets and open up greater possibilities,” said Catherine Chen, Head of VIP & Institutional at Binance.

                  More details of the collaboration and new product launches will be shared later this year.

                  About Binance

                  Binance is a leading global blockchain ecosystem behind the world’s largest cryptocurrency exchange by trading volume and registered users. It is trusted by more than 280 million people in 100+ countries for its industry-leading security, transparency, trading engine speed, protections for investors, and unmatched portfolio of digital asset products and offerings from trading and finance to education, research, social good, payments, institutional services, and Web3 features. Binance is devoted to building an inclusive crypto ecosystem to increase the freedom of money and financial access for people around the world with crypto as the fundamental means. For more information, visit: https://www.binance.com

                  About Franklin Templeton

                  Franklin Resources, Inc. is a global investment management organization with subsidiaries operating as Franklin Templeton and serving clients in over 150 countries. Franklin Templeton’s mission is to help clients achieve better outcomes through investment management expertise, wealth management and technology solutions. Through its specialist investment managers, the company offers specialization on a global scale, bringing extensive capabilities in fixed income, equity, alternatives, and multi-asset solutions. With more than 1,500 investment professionals, and offices in major financial markets around the world, the California-based company has over 75 years of investment experience and $1.64 trillion in assets under management as of August 31, 2025. For more information, visit: franklintempleton.com 

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  10 September 2025

                  Estimated Read time

                  2Mins

                  Data from Mangopay’s global fraud detection solution Nethone shows UK online platforms among most frequently attacked countries, driving a 48% year-on-year rise in fraud checks

                  New data from Nethone, Mangopay’s global fraud detection solution, reveals online fraud pressure rising to record levels and breaking out of traditional holiday cycles. 

                  From January 2024 to July 2025, monthly inquiries (events assessed for fraud risk such as transactions, logins and sign-ups) grew from around 240 million to over 525 million. More than doubling in 18 months. Peaks landed outside classic shopping windows, notably Sep-Oct 2024 (480m) and set a new all-time high in July 2025 of 525m. 

                  The year-on-year picture tells the same story: between January and July 2025, Nethone processed an average of 470 million inquiries per month, compared to 300 million in the same period in 2024 – an increase of 48% year-on-year. 

                  Nethone’s full risk profiling analyses (“profilings”), which combine device fingerprinting, behavioural biometrics and account history checks, also rose from an average of 110 million per month (January-July 2024) to 170 million (January-July 2025), a 37% year-on-year increase, with an all-time high of 245 million in June 2025. 

                  Geographically, the UK emerges as one of the most targeted hubs for online fraud, alongside France, Germany and Spain. Sector patterns underscore the year-round threat. E-commerce accounts for the majority of fraud events detected across the year. This is consistently driving volumes well above 400 million monthly checks in 2025. Travel and mobility platforms bring in seasonal spikes during summer holidays, while FinTech platforms show sharp surges in specific months, reflecting event-driven criminal activity. Gaming platforms follow a similar pattern around promotional campaigns. 

                  Mark Burton, VP Engineering, Fraud Platform, Nethone

                  “Fraud is no longer a seasonal threat. Our data shows that criminal activity has become a year-round pressure on UK and European platforms. Fraudsters now exploit promotional cycles and refund windows just as much as traditional shopping peaks. They are becoming more persistent and opportunistic, driving higher costs for businesses and risks for consumers. Online marketplaces, travel providers, and FinTech platforms need to be prepared for a constant baseline of risk, not just one-off surges.”  

                  About Mangopay 

                  Founded in 2013, Mangopay powers a wallet-based payment infrastructure specifically designed for organizations with complex, multi-party fund flows. Our programmable wallet solution optimizes fund management, allowing platforms to regain control over payments, secure transactions, and automate payouts.  

                  By leveraging Mangopay’s end-to-end white-label infrastructure, clients generate additional revenue and enhance operational efficiency while remaining compliant and protected with 360° AI-driven fraud prevention. 

                  With over 250 million end users and more than €130 billion in processed transactions, Mangopay continues to lead in the fintech industry, providing flexible wallets designed to move money your way. 

                  About Nethone, a Mangopay solution 

                  Nethone, a Mangopay solution, is an AI-powered fraud detection system that offers the most in-depth user analysis and precise risk analysis for merchants and fintech companies.  The proprietary profiler analyzes thousands of data points for a 360° view of every user, detects fraudulent behavior with 130 signals combined with AI-based models, and keeps companies safe from account takeover, payment fraud, bots, and organized attacks.  

                  • Cybersecurity in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  9 September 2025

                  Estimated Read time

                  3Mins

                  CI&T and Reuters Events report – poor data quality is the biggest barrier to AI transformation, says almost ¾ of UK underwriters

                  CI&T, a global AI and tech acceleration partner, has released new research highlighting the AI opportunity in the UK. The report, created alongside Reuters Events, reveals poor data quality, rather than technology limitations, is the number one obstacle preventing UK underwriters from accelerating AI adoption. 

                  Strategising for the AI Insurance Revolution

                  The report, Strategising for the AI Insurance Revolution, draws on original UK survey data and real-world case studies. It aims to uncover how insurers are tackling the AI opportunity. And what’s holding them back. Much of the market discussion focuses on technology capabilities. The findings show that data fragmentation, unstructured formats and siloed systems are the real roadblocks. The goal is to deliver faster, more accurate underwriting and pricing.

                  Key Findings from the Study

                  • Efficiency over personalisation: Just 15% of claims leaders believe greater personalisation will significantly improve customer satisfaction. Compared with 41% prioritising streamlined internal processes and 39% favouring a blend of digital and human touchpoints.
                  • AI as a cost shield. 60% of claims leaders believe AI-led efficiency will be crucial to offset rising claim costs and premiums.
                  • Sandbox before scale. Insurers are adopting Generative AI cautiously, testing in sandbox environments. This mitigates risks such as hallucinations, bias, and data privacy breaches.
                  • Proven ROI in action:
                  • Working with CI&T, Mitsui Sumitomo (part of Asia’s largest insurance group) saved £800,000 annually. And cut quotation times by 54% through strategic modernisation.
                  • A leading Brazilian insurer cut SME onboarding time by 46%. And achieved a 26% fraud denial rate, automating 2.2 million claims.

                  Mike Young, VP Insurance Industry Growth at CI&T

                  “AI’s success in insurance won’t be determined by how advanced the algorithms are, but by the quality and accessibility of the data that feeds them. This research shows UK insurers are ready to innovate—but they need to get their data house in order first.”

                  With deep experience in the insurance sector, CI&T has helped insurers modernise legacy systems, improve customer journeys, and achieve measurable operational gains. Central to this is CI&T FLOW, CI&T’s enterprise-grade GenAI platform. It is designed with rigorous governance and privacy safeguards so insurers can innovate without compromising sensitive data.

                  About CI&T

                  CI&T is an AI and tech acceleration partner. We help businesses navigate the complex, changing European technological landscape to unlock real, measurable impact with digital-first solutions. CI&T brings a 30-year track record of helping clients deliver accelerated impact through tech-integrated business solutions, with deep expertise across AI, strategy, customer experience, software development, cloud services, data and more. As one of the world’s first digital native companies, innovation is in our DNA, helping us empower clients to win by embedding digital maturity into the heart of their operations. With over 7,400 employees across 10 countries, we combine the expertise of a global business with an entrepreneurial mindset to drive transformation at scale and turn strategy into action.

                  About Reuters Events

                  Reuters Events is one of the largest and fastest growing events companies anywhere in the world. Reuters Events serves a diverse range of industries and places a focus on the challenges and opportunities resulting from technological and strategic innovation. Our purpose is to provide senior level executives with the trusted insight and meaningful connections they need to confidently navigate change, unlock opportunity and inform their strategy. We curate world-class events and content that are high value to our customers. For more information, visit reutersevents.com. .

                  Read the full report here

                  • Artificial Intelligence in FinTech
                  • InsurTech

                  Author

                  Trilliam Jeong

                  Published

                  8 September 2025

                  Estimated Read time

                  3Mins

                  Trilliam Jeong, CEO at Wealthblock, analyses the key investment industry trends in 2025 so far…

                  Every year the once-staid investment management industry experiences trends in technology, markets, and services that are viewed by many as sure to change the next year’s ways of doing business. Here are three key trends shaping up in 2025… And three from the recent past that turned out to be not-so-trendy.

                  Trend 1: AI Will Continue to Transform All Areas of Investment Management

                  Artificial Intelligence (AI), like cloud computing a decade ago, is reshaping the way investment firms acquire, onboard, and manage clients. In 2025, we expect to see deeper integration of AI, providing real-time portfolio insights and automating client communications. Firms will increasingly rely on AI to enhance efficiency and reduce operational costs.

                  Throughout the past year, leading investment firms have been upgrading their platforms to automate tasks like investor onboarding, marketing, and reporting. This has reduced manual work and human errors. Today, with rapidly advancing technologies like AI and cloud-based solutions, firms are creating customised workflows. These solutions not only benefit clients but allow firms to quickly adjust to changing compliance needs.

                  Trend 2: Secondary Market Growth

                  The market for private stakes is likely to expand, offering clients liquidity options beyond traditional public market exits like IPOs. Investors may look to secondary markets for more flexible and immediate exposure to private equity investments. With IPOs remaining limited, secondary market transactions (where private equity stakes are bought and sold) are expected to grow. Both Limited and General Partnership secondaries provide liquidity without requiring a full exit, making them appealing in a market with constrained traditional exit options.

                  Trend 3: Hyper-Personalisation Through AI

                  The move toward hyper-personalisation will intensify, with AI tailoring investment firm client interactions to individual preferences. This is crucial for retaining clients in a competitive market. To ensure continues success in 2025, organisations should focus on adopting AI, strengthening their capabilities in secondary markets, and enhancing cybersecurity to protect client data.

                  Investors now expect quicker, more transparent communication. The state-of-the-art engagement and analytics tools available today have helped reduce delays, but demand for even faster response remains. We foresee further advances in 2025 and beyond.

                  Beyond these positive trends it is interesting to take note of some oft-hyped predictions in investment technology over the recent past that have not exactly worked out as predicted:

                  ESG Investing

                  ESG investing, which gained significant traction between 2019 and 2022, is now witnessing a notable decline. The percentage of new funds labeled as ESG has sharply decreased, and online searches for ESG investing have reverted to 2019 levels.

                  Tokenisation of Investments

                  Blockchain and tokenization initially promised a revolution in private investments. But adoption has been slow, primarily due to complex regulations. Firms are now being more selective about blockchain’s real value.

                  Neobanks and Digital Wallets

                  Neobanks for private investors have struggled to compete with traditional banks’ digital offerings, leading to a shift in focus. Digital wallets also face security and compliance hurdles in private investment.

                  AI and Cloud Takes Centre Stage

                  Generative AI is clearly transforming private equity, with firms exploring AI tools for due diligence, portfolio optimisation, and cost reduction in portfolio companies. While this area is rapidly growing, the high cost and expertise required could limit smaller firms from fully implementing AI solutions across the board.

                  In 2025, you can expect to see AI more deeply integrated, from real-time portfolio insights to automating investor communications. Firms will likely lean on AI to cut costs and improve response times, making operations smoother overall.

                  We see the continued investment in AI and Cloud as the overriding trend in 2025. As AI is deployed to help streamline everything from data analysis to investor communication, firms that focus on automating routine tasks will find their team can spend more time on high-level strategy.

                  • Artificial Intelligence in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  4 September 2025

                  Estimated Read time

                  5Mins

                  The Financial Transformation Summit (FTS), presented by MoneyNext, took place June 18-19 2025 at London’s ExCeL Centre, Royal Victoria Dock. With over 2,000 attendees, 300+ speakers, and 400 roundtables, it stood out as one of the most immersive and interactive events in the financial services calendar.

                  FinTech Strategy hit the conference floor at the heart of the action delivering insights from experts across Banking, Insurance, Wealth, and Lending at Financial Transformation Summit (FTS).

                  Financial Transformation Summit attendees from banking, insurance, wealth, lending, fintech, consultancy, and regulatory sectors convened for two days packed with keynotes, panel talks, immersive demos, and networking among 60+ exhibitors and startups.

                  Co-located streams – Banking, Insurance, Wealth, and Lending part of themed zones – meant that ticket-holders could explore adjacent sectors fluidly across a guiding theme: culture, collaboration, and customer centricity driving tech adoption and transformation.

                  Programme Highlights

                  Keynotes & Panels

                  1. Data Silos & Cross‑Institutional Collaboration

                  A panel featuring senior leaders from EVLO, Aon, Schroders, and Brit Insurance tackled how institutions – despite collectively spending over $33 billion annually on data – still struggle to collaborate due to privacy concerns and regulation. Innovative solutions included federated learning, anonymised client IDs and consent-backed APIs.

                  2. Digital Insurance via Wallets

                  Anna Bojic (Miss Moneypenny Technologies) unveiled a fresh take on insurance – embedding policy and claim data into Apple/Google Wallets. The idea: dynamic customer interaction directly from smartphone wallets, enhancing real‑time engagement and retention.

                  3. ESG Economics & Market Reality

                  Marc Kahn (Investec) challenged ESG orthodoxy, urging firms to emphasise human and planetary wellbeing – beyond purely financial returns – to capture stakeholder trust and sustainable growth.

                  4. People & Psychological Safety

                  Kirsty Watson (Aberdeen Group) and Vikki Allgood (Fidelity International) underlined that technological investments are futile without organisational design and psychological safety. Allgood cited a McKinsey study revealing only 26% of leaders build teams with a sense of safety – a critical step toward innovation.

                  5. Human‑Centred AI

                  Monica Kalia (Planda AI) championed AI that models individual financial contexts – recognising diversity within demographic cohorts and personalizing services accordingly.

                  Roundtable Experiences at FTS

                  At the event’s heart were the TableTalk roundtables – 400+ small-group sessions, each led by a subject-matter expert. These were limited to six participants each, enabling deep, peer-led discussions on themes like:

                  • AI in risk and compliance
                  • Open banking integration
                  • ESG data standards
                  • Cyber resilience
                  • Change management and culture adaptation

                  Attendees consistently praised their interactive nature – far removed from the stage‑focused “listening” format often critiqued at other conferences.

                  Demonstrations & Exhibitor Showcase

                  Over 60 exhibitors presented tech-driven innovations: Generative AI, open‑banking APIs, ESG reporting tools, embedded finance solutions, and more. A few standouts were:

                  • CRIF highlighted AI-powered credit scoring with ESG overlays – promising dynamic risk assessments backed by sustainability data
                  • Emerging FinTechs demoing AI compliance engines, digital wallet insurance packaging, and data-sharing platforms
                  • Hyland demonstrated the intuitive end-user experience of its Hyland Content Innovation Cloud™ and showed how easy it is to configure, tailor and deploy solutions that can empower key stakeholders across any business

                  The demo zone allowed engaging, hands-on exploration and real-time Q&As; it complemented the content with practical insights.

                  Standout Themes & Strategic Insights

                  1. Tech is Not Enough Without Culture

                  Recurrent messaging emphasised that culture, trust, governance, and psychological safety are foundational – not secondary – to digital initiatives. Technology alone won’t deliver transformation without a people-first mindset.

                  2. Cross‑Sector Data Collaboration

                  Despite heavy investment, institutions still operate in silos. Shared, secure infrastructure and regulatory-aligned frameworks are being prototyped, but broad adoption remains a work in progress.

                  3. AI-as-a-Personalisation Backbone

                  AI is shifting from automation to empathy. Organisations showcased tools to hyper-personalise offers yet maintain privacy and inclusion – moving beyond outdated demographic frameworks into genuine behavioural understanding.

                  4. Embedded Finance & Digital Wallets

                  Insurance via wallet applications and embedded finance models point to seamless customer journeys – less app hopping, more value delivered at the point of need.

                  5. Rebalancing ESG & Profit Metrics

                  Speakers emphasised integrating ESG factors into performance metrics – not just for compliance, but as an operative advantage anchored in long-term stability and stakeholder trust.

                  Who Should Attend FTS Next Year?

                  Ideal for:

                  • Transformation and change leaders
                  • CTOs, CIOs, and Heads of Innovation
                  • Data and AI strategists
                  • Operational and HR leaders focused on culture
                  • FinTech innovators and solution providers

                  If you’re crafting digital transformation strategies, an attuned leader in financial services, or a consultant embedding tech in legacy environments, this summit provides rich, actionable content.

                  Expect next year’s event to build on this foundation:

                  • More AI-specific tracks, possibly Generative AI streams
                  • ESG deep-dives with case studies on implementation
                  • Expanded regulator involvement around data governance and cross-border compliance

                  FTS: Final Verdict

                  Overall, the FTS 2025 delivered on its brand promise:

                  • Interactive and inclusive: 400 roundtables empowered voices across levels.
                  • Cross‑sector learning: Banking, Insurance, Wealth, and Lending streams offered both breadth and depth.
                  • Insightful keynotes: Big ideas on AI, ESG, data-sharing, and culture were well-explored.
                  • Real-world relevance: Exhibitor demos connected theory with practice.
                  • Networking with purpose: Opportunities to engage, learn, and collaborate were abundant.

                  The Financial Transformation Summit struck a compelling balance between big-picture vision and granular, execution-level insight. It emphasised that while technology enables; culture, customer centricity and collaboration drive real progress. The format – with its roundtables, demos, and keynotes – offered a dynamic platform for knowledge exchange.

                  If you attended, chances are you left with practical next steps. If you didn’t, you missed one of the most interactive, future-focused events shaping financial services transformation today.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • Events
                  • Host Perspectives
                  • InsurTech

                  Author

                  Alexandra Mousavizadeh

                  Published

                  3 September 2025

                  Estimated Read time

                  4Mins

                  Alexandra Mousavizadeh, CEO and Co-Founder of Evident, with her top five AI innovations advancing financial services in 2025

                  AI is no longer optional for the world’s biggest banks, it has become a fundamental part of their operations, rapidly transforming modern banking. As the industry faces mounting pressure to innovate, the technology is emerging as a critical tool for achieving a competitive advantage. From automating processes and enhancing customer experiences to improving risk management, banks are investing heavily in artificial intelligence to boost productivity, efficiency and profitability.

                  2025 has been a pivotal year for AI adoption, as banks shift their focus from strategy development to demonstrating measurable value. Stakeholders will increasingly demand clear evidence of AI’s impact on efficiency gains, revenue growth, employee productivity and customer satisfaction. The next phase of AI adoption will distinguish early adopters who leverage it effectively from those who fall behind.

                  Here are five predictions for how artificial intelligence will reshape banking in 2025 and beyond.

                  1. Banks focus will shift from AI strategy to measuring value creation

                  The big banks are well on their way to operationalising AI at scale and, consequently, it now has to prove its ROI.

                  Capturing ROI has been one of the most discussed topics internally at banks this year but noticeably absent from the industry disclosures so far. In 2025 realised results are going to be needed to justify ongoing investments. Equity analysts will be asking for clear evidence of the value AI is delivering whether that’s efficiency gains, revenue growth, staff productivity or customer satisfaction.

                  With just six banks disclosing the realised business impact of artificial intelligence in financial terms so far, it’s time for everyone else to step up.

                  2. AI Training will take Centre Stage: Ensuring employees can use AI tools effectively

                  AI training is shifting downstream, so the focus is no longer just having AI tools but ensuring that employees are able to use them properly.

                  Our talent data suggests that 60% of incoming AI talent arriving at banks is sourced straight out of university. Banks need to ensure AI-focused training and career development opportunities are available across all levels of their organisation to fast-track adoption and start seeing a return.

                  Specifically, in 2025 we expect to see banks investing in training programmes that shift the emphasis from early internal adopters and specialist hires to the rest of the bank. This could be training ‘leaders’ in AI literacy or upskilling ultimate ‘users’.

                  3. Unstructured data is no longer a problem

                  Whether banks are building their own AI or buying in third-party solutions, the end result will only be as good as the underlying infrastructure. Banks made these investments years ago; in 2025, as the drive towards organisation-wide AI deployment ratchets up, we’ll start to see which institutions have placed the right bets.

                  However, advances in handling unstructured data may ease the burden of cleaning up legacy data pools, providing a lifeline to institutions weighed down by outdated systems. Emerging technologies like AI-powered data wrangling and natural language processing are enabling banks to extract value from messy or siloed data. This is reducing the dependency on large-scale data overhauls.

                  4. We’ll see the first ‘killer app’ for Agentic AI documented at a major bank

                  As trust in the technology grows, and banks continue to build artificial intelligence capabilities, we’re expecting to see more use cases that let the AI operate and make decisions without human intervention.

                  2025 should be the year when the first killer apps for agentic AI surface, although it’s worth noting that, at the time of writing in January, Australia’s CommBank is the first and so far, only big bank out with a live agentic AI use case. The bank is deploying agents to solve some of the 15,000 payment disputes raised by its customers every day. The rest of the major players are yet to show their hand on the agentic front.

                  5. Trump’s AI Executive Order: A rebrand, not a repeal

                  Despite President Trump’s pledge to repeal President Biden’s AI Executive Order, this move resulted in a rebranding rather than a full repeal. Biden’s order primarily focused on federal government AI adoption rather than regulating the private sector, leaving industries like banking largely unaffected. Financial institutions are already collaborating with regulators to ensure AI safety and to avoid deploying contentious use cases.

                  Overall, US regulations will focus on competitiveness, growth and spending cuts. As a result, we anticipate a more liberal approach to AI regulation aimed at staying ahead of China. With the recent appointments of Sriram Krishnan, Michael Kratsios and Lynne Parker we expect regulation will support open source development and avoid a pause on research, an approach that may clash with Musk’s views.

                  While US AI safety advocates continue to monitor developments, Europe is likely to press ahead with its regulatory agenda regardless. This could create an uneven playing field if Europe’s approach ends up being significantly more heavy-handed than that of the US.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  2 September 2025

                  Estimated Read time

                  3Mins

                  In today’s digital economy, payment rails – the underlying infrastructure enabling the movement of money – are critical to the…

                  In today’s digital economy, payment rails – the underlying infrastructure enabling the movement of money – are critical to the financial system’s efficiency, security, and inclusivity. As technology evolves, so too do the networks that power global commerce. Below are the five most influential payment rails transforming financial services.

                  1. ACH (Automated Clearing House) for Payments

                  The ACH network is the backbone of U.S. electronic funds transfers, handling payroll deposits, bill payments, and peer-to-peer transactions. Operated by Nacha, ACH processes over 30 billion transactions annually and continues to evolve with same-day ACH for faster settlement. Its low cost makes it a preferred rail for businesses, though it historically lags behind instant payments in speed.

                  2. Card Networks (Visa, Mastercard, American Express, Discover)

                  Card rails dominate global consumer payments, enabling credit, debit, and prepaid transactions across billions of endpoints. Visa and Mastercard alone process trillions of dollars annually, providing global reach, fraud protection, and dispute resolution mechanisms. While interchange fees and network reliance remain challenges, card rails remain the most universally accepted system worldwide.

                  3. SWIFT (Society for Worldwide Interbank Financial Telecommunication)

                  SWIFT underpins cross-border banking communications, connecting over 11,000 institutions in more than 200 countries. While SWIFT doesn’t move money directly, its secure messaging system enables international transfers between banks. Recent upgrades-such as SWIFT gpi (Global Payments Innovation) -have improved transparency, speed, and tracking of cross-border payments, addressing long-standing inefficiencies.

                  4. Faster Payments / Real-Time Payment Systems

                  The demand for instant transfers has given rise to national and regional faster payment systems, including:

                  • RTP (Real-Time Payments) in the U.S. by The Clearing House
                  • FedNow, launched by the Federal Reserve in 2023
                  • Faster Payments Service (FPS) in the UK
                  • UPI (Unified Payments Interface) in India

                  These rails enable 24/7/365 instant settlement, improving cash flow for businesses and consumers alike. Their adoption is rapidly growing, particularly in emerging markets where digital-first infrastructure leapfrogs legacy rails.

                  5. Blockchain & Digital Asset Networks

                  Decentralised payment rails powered by blockchain – such as Bitcoin, Ethereum, and stablecoin networks – are reshaping how value moves globally. They offer near-instant, borderless transfers with reduced reliance on intermediaries. Stablecoins like USDC and USDT are increasingly integrated into mainstream financial ecosystems, while central banks are piloting CBDCs (Central Bank Digital Currencies) that could redefine sovereign rails.

                  Payment rails are the invisible highways of the financial system. From legacy systems like ACH and SWIFT to modern innovations like RTP and blockchain… Each rail plays a unique role in shaping how money moves across the globe. The future of financial services lies in interoperability. Where traditional and digital rails coexist seamlessly to provide faster, cheaper, and more inclusive soliutions.

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Rob Israch

                  Published

                  29 August 2025

                  Estimated Read time

                  4Mins

                  Rob Israch, President at finance automation specialists Tipalti, reflects on the post-hype AI landscape for innovation in financial services

                  The initial excitement around AI In finance is shifting toward a more practical focus on real business value. Many companies were swept up in the early enthusiasm. However, companies are now leaning toward integrating artificial intelligence more meaningfully into core workflows to deliver lasting value.

                  While 92% of companies plan to increase their AI investments over the next three years, just 1% of leaders say their organisations are truly AI mature. True maturity means AI drives measurable outcomes and is central and streamlined into daily operations.

                  So for finance teams, this shift is critical. In an economy shaped by changes in inflation, tariffs and taxes, every investment must deliver clear ROI and help the business by streamlining operations, enhancing forecasts and adopting predictive analytics.

                  As companies push for sustainable growth and a thawing IPO market signals possible opportunities, scalable and integrated AI solutions will be key to business success.

                  Building for Real Problems, Not Hypothetical Gaps

                  Most companies agree that innovation in the finance department is key to unlocking the next level of growth. However, despite growing ambition to adopt AI and automation, 84% of finance teams still rely heavily on manual processes. Leaving little leftover time for strategic thinking.

                  To truly drive value, AI must be applied not just tactically, but strategically for each business. Research shows that while 74% of companies have adopted AI, only 4% have advanced capabilities that drive clear business value. Real impact is delivered when the technology goes beyond simple workflow automation and becomes a source of real-time, predictive insight across the finance function.

                  Take treasury operations, for example. Traditionally, treasury teams have faced mounting challenges in managing cash flow, forecasting liquidity, and overseeing global bank relationships. With AI-powered tools, finance teams can now gain real-time, intelligent cash visibility across thousands of banks, ERP systems, and data sources. This transformation not only empowers leaders to make faster and smarter decisions but also underscores the importance of streamlined systems within the finance function.

                  From a Surplus of Tools to One Unified Platform

                  What businesses don’t want is extra layers of complexity; they need a straightforward, unified platform that solves real problems.

                  Large enterprises may seek ‘AI-first’ products and invest in cross-functional AI platforms. But they typically have the resources to fund extensive IT teams or consultants to customise these systems. However, for most businesses, this level of support isn’t a reality. So, businesses without reams of IT people, benefit more from a consolidated system that delivers efficiency and scalability. This allows them to stay focused on growth and innovation. 

                  If AI is seamlessly embedded within these solutions, it can enhance performance without increasing complexity. Whether improving automation, workflow management or operational efficiency, AI should be an integral part of the product.

                  Staging the Runway for the Next Stage of Growth

                  Companies that fully integrate AI will be more ready for sustainable growth. However, integration is just the start… Once AI is embedded, organisations must focus on how it can deliver real, strategic value. This means designing solutions not only to automate processes but to provide actionable insights. Currently, only 26% have developed the skills to move beyond AI conceptually and deliver real value. In the finance function, using AI strategically can lower processing costs by 81% and speed up processing times by 73%.

                  As more advanced models are integrated into workplaces systems, they can predict payment patterns, cash flow trends, and vendor behaviour. In today’s dynamic environment, companies that have sustainable, AI-powered solutions centred on usability and scalability are best positioned for the next stage of growth.

                  The Continued Road to AI Maturity

                  As finance teams navigate a more mature AI landscape and prepare for future growth, the focus is shifting from individual features to foundational value. With investors sharpening their focus, they seek durable business models. The companies that succeed will be those that have applied AI to maximise their investment.

                  These companies haven’t just chased metrics; they’ve spent the past few years strengthening their foundations and embedding AI deeply into their architecture.

                  • Artificial Intelligence in FinTech

                  Author

                  Andrej Persolja

                  Published

                  28 August 2025

                  Estimated Read time

                  5Mins

                  We Fix Boring founder Andrej Persolja on why investors are making bigger bets on fewer teams via the impact of AI, enhanced profiling and better targeting

                  How founders can improve their chances of raising investment – team alignment, production and business differentiation, and customer-centered strategy. Creating a story that investors can easily understand and buy into.

                  If you’re planning a FinTech investment pitch, the chances are that your first thoughts will relate to the numbers. You’ll open your spreadsheets and dig out your margins, forecasts, CAC-to-LTV ratios, and KPIs. You’ll do everything you can to make your brand look impressive on paper. It’s what you’ve been taught to do because metrics matter. Of course they do. However, what many founders don’t realise is that although metrics clearly carry value, they should only ever be the starting point of any investment pitch. Because, at the end of the day, investors are people first, and their decisions are based on emotion as much as they are on money.

                  The Human Factor in FinTech Funding

                  Investors are not machines. It might sound like stating the obvious, but when so much hinges on investor approval, it can be hard to remember that you’re dealing with human beings. So, you focus on upselling your financial model, growth projections, and market opportunity, entirely overlooking the value of an emotional response. One influenced by your narrative, your team, your product vision, and your belief in your startup’s ability to reshape an industry. And that’s where so many fintechs go wrong.

                  In sectors like FinTech, where technical innovation is everywhere, what often sets a pitch apart is its ability to tell a compelling story. One that communicates not just what the product does, but why it matters. That emotional connection can often provide the edge that secures the deal.

                  Innovation often outpaces regulation in fintech, and profitability can be years away. So, what convinces an investor to take a bet on an early-stage startup? The potential return on investment matters and will always be a factor. But it’s rarely the only factor. Because there are countless high-growth opportunities out there. So why choose yours?

                  The answer is belief. Belief in your vision. Belief in your ability to execute. And the belief that your product solves a real, meaningful problem in a way that others haven’t. That’s why positioning, and the emotional resonance behind it, plays such a critical role in raising capital.

                  When fintech investors evaluate opportunities, they aren’t just looking at your tech stack or your runway. They’re asking themselves: What does this company stand for? What kind of disruption do I want to back? What values do I want my capital to reflect? If your pitch doesn’t communicate that clearly and emotionally, it becomes just another deck in a crowded inbox.

                  Strong positioning grounds your FinTech in something bigger than features or metrics. It communicates purpose. And when you pair that with an emotionally resonant brand narrative, you give investors a reason to care. Not just about your product, but about why it exists and where it’s going. Because trust, change, and vision are core themes that can move an investor from ‘interested’ to ‘committed.’

                  Crafting a FinTech Brand Narrative to Drive Investment

                  Building a compelling brand narrative in FinTech is no longer optional. It’s a critical part of your investment strategy. And it all starts with one fundamental question: What is your why? Beyond monetisation and market sizing, what real-world problem are you solving? Why does it matter now? Whether you’re streamlining payments, reimagining lending, or building infrastructure for digital finance, your deeper purpose is what sets your FinTech apart. And it’s what investors are really looking for. That, and a strong user experience (UX) that shows commitment to your customers and the potential to build loyalty.

                  The Role of UX in Investment Pitching

                  Traditionally, FinTech companies have been held back by one major challenge: compliance. But in today’s digital-first environment, where every player in banking, insurance, and payments is competing for speed, convenience, and trust, the challenge has become twofold: compliance and user experience.

                  In digital finance, the core area of competition is how quickly you can get the user to value. That means having crystal-clear user journeys and a focus on where and how users perceive value. Using one of my clients – a SaaS solution for institutional investors – as an example, by simplifying the user experience across our landing pages and onboarding, we increased conversion from 0% to 37%. That didn’t just improve user experience. It provided quantifiable traction that could be shown to investors. And if you need to prove traction to investors, every click matters.

                  With FinTech investment rebounding – up 5.3% in H1 2025 compared to 2024 – now is the time to act. But standing out means more than just showing attractive metrics. Investors want a clear narrative that combines numbers with a strong strategic story. They’re looking for confidence in the team, clarity in the vision, and proof that your product is ready to scale. Both operationally and emotionally.

                  So, to reiterate. Yes, if you’re preparing an investment pitch for your FinTech, the financial model matters. But seasoned investors know markets shift, projections change, and competition intensifies. A fintech company that can articulate a powerful vision, show traction through product-led growth, and tell a story that resonates on a human level will always have an edge.

                  So, take your ideas and take your numbers, and make them look as pretty and appealing as possible. But don’t forget to wrap them in a story if you want to spark your investor’s imagination. 

                  We Fix Boring

                  • Artificial Intelligence in FinTech

                  Author

                  Dominic Capolongo

                  Published

                  Estimated Read time

                  4Mins

                  Global trade isn’t what it used to be. Now unstable and unpredictable, Dominic Capolongo, CRO at LiquidX says traditional finance tools can no longer keep pace, making his case for a modernised approach to working capital management.

                  Once known for its scale and speed, for years we saw global trade expand smoothly and rapidly; all companies had to do was focus on getting goods from A to B, as quickly and as cheaply as possible.

                  Today, however, things are wildly different and far more unpredictable. From the COVID-19 pandemic and the 2021 Suez Canal blockage to the more recent Red Sea shipping attacks and escalating US tariffs, global trade has faced shock after shock. 

                  Even this June, when Iran threatened to close the Strait of Hormuz – a vital passage for around 20% of global oil and a quarter of LNG exports – oil prices surged, not from anything concrete that had changed, but just from the fear of what might happen. This example, like many others, shows us all just how fragile global trade routes remain, and how quickly the “scale and speed” model can unravel.

                  For finance professionals, the knock-on effect is drastic. There are higher costs, tighter margins and strained working capital – as goods are delayed, stockpiled, or rerouted, tying up cash. Volatile currencies and commodities make hedging more complex and expensive, and there’s also a greater counterparty risk, as suppliers and customers face their own liquidity challenges. Accurate forecast planning also proves just as challenging, with supply chain timelines and input costs changing without warning.

                  Legacy tech is intensifying the pressure

                  Unfortunately, the above challenges – which are putting enormous pressure on finance teams as they are – are all being magnified simply because so many are still using outdated tools and manual processes that are no longer fit for purpose. 

                  Much of the industry is still running on analogue – paper, spreadsheets and systems that don’t talk to each other. The result? Patchy data, clunky workarounds and blind spots between teams. Risks get spotted too late, freight data can’t be pulled in fast enough to reroute shipments, and stock records don’t match up across locations – leaving companies with too much in one place and not enough in another.

                  Despite the fact decision-making is slowed, the risk of errors and missed opportunities is increased, and scaling operations efficiently is made very difficult (thanks to a lack of integration between tools), so many are still shying away from more advanced finance tech that can ease much of this chaos.

                  There are a number of reasons why this is the case, but it’s mainly down to the fact that legacy systems are so deeply embedded in workflows that replacing them can seem disruptive, costly or even risky. However, this resistance to change – particularly in the more volatile trade environment we’re currently in – can be more dangerous than the upgrade itself, leaving teams less able to pivot quickly or tap into real-time insights.

                  How digitised trade finance platforms can help 

                  Nobody knows where the next big shock to global trade will come from, or how it will hit finance teams. But what’s clear is that the job’s getting harder: politics, currency swings and shifting rules are piling on, and without real-time tools and joined-up data, keeping pace will be near impossible.

                  Here’s where digitised trade finance platforms come in, offering finance teams the ability to:
                  • Access real-time visibility: see the true state of cash flow, inventory, and exposure across geographies instantly.
                  • Accelerate liquidity: unlock working capital faster through automated approvals and integrated funding options.
                  • Automate workflows: cut manual errors and free up resources for strategic decision-making.
                  • Integrate critical data streams: connect freight, ERP, and risk data for a unified, live view of operations.
                  • Pivot at speed: renegotiate payment terms, re-route shipments, or switch suppliers in hours, not weeks.
                  • Reduce operational risk: spot issues earlier and strengthen supplier and funder relationships.
                  • Future-proof operations: build the agility to outperform less nimble competitors when the next shock hits.

                  Getting more organisations on board with a modernised approach to working capital management isn’t just about swapping out old systems – it requires a strong executive buy-in, a clear ROI, and tools that integrate seamlessly with existing systems. But the direction of travel is clear and unavoidable, especially as volatility is fast becoming the norm. And with this in mind, platforms that can improve liquidity, agility, and resilience will soon move from “nice to have” to “can’t operate without.”

                  The early adopters are already ahead, with reports dating back a number of years showing the vast majority of CFOs (84%) admitted digitisation improves working capital, while more than 9 in 10 reported faster, more efficient transaction processing. 

                  So for me, the only real question now is whether those finance leaders not yet on board make the shift on their own terms, or wait until the next global disruption forces it upon them.

                  • Risk & Resilience

                  Author

                  Dan Brightmore

                  Published

                  26 August 2025

                  Estimated Read time

                  3Mins

                  In 2025, Blockchain has stopped auditioning and started plumbing real money flows. Tokenised funds are attracting institutional assets. Stablecoins are…

                  In 2025, Blockchain has stopped auditioning and started plumbing real money flows. Tokenised funds are attracting institutional assets. Stablecoins are wiring into mainstream settlement. Banks and central banks are experimenting with programmable money. Treasury teams are moving value 24/7 on tokenised rails. And compliance rules are finally catching up. Below are the five breakthroughs that matter now—and why they’re reshaping how finance moves.

                  Tokenised funds & collateral move into production


                  BlackRock’s tokenised BUIDL fund surged past $1B AUM in March—proof that on-chain money-market exposure is crossing the credibility gap. Franklin Templeton, meanwhile, has pushed BENJI into new markets and chains. These include a European launch under local rules and integrations on public networks geared for enterprise use. On the collateral side, Euroclear and Digital Asset began the first phase of tokenised collateral mobility on the Canton Network. This is laying the pipes for faster margining and securities financing.

                  Stablecoin settlement becomes a mainstream payment rail


                  Visa announced it is expanding stablecoin settlement. More USD and EUR-backed coins, more blockchains, and broader use cases for issuers and acquirers. Stripe re-enabled stablecoin acceptance (USDC) after a six-year hiatus. It has been vocal that a meaningful share of its future payment volume will ride stablecoins. On the bank stack, FIS is integrating USDC into its Money Movement Hub. Making stablecoin payments available to U.S. financial institutions through existing treasury pipes.

                  Bank-led “programmable money” via tokenised deposits


                  The BIS Project Agorá—with seven central banks—entered design to prototype tokenised commercial bank deposits. These settle against wholesale central bank money on a unified, programmable ledger. In the UK, the Regulated Liability Network (RLN) brought together all major banks to prove shared-ledger capabilities for always-on, programmable, multi-asset settlement. Together, these efforts point to bank-grade programmability—smart-contract settlement with the finality and legal clarity of today’s two-tier system.

                  Institutional on-chain payments & programmable treasury


                  JPM Coin is quietly doing real work. JPMorgan confirmed the platform processes ~$1B in daily transactions, and says programmability has made volumes “explode.” Corporate treasurers are following… Payoneer now uses Citi Token Services for 24/7 blockchain-enabled intracompany transfers. Demonstrating how programmable liquidity is leaving the lab for day-to-day treasury ops.

                  Compliance rails mature: MiCA + travel-rule guidance


                  The EU’s MiCA regime has applied to stablecoins since 30 June 2024 and to broader crypto-asset service providers since 30 December 2024. These timelines have shaped 2025 product launches and licensing. The EBA’s “travel-rule” guidelines now spell out what information must accompany crypto-asset transfers, giving banks and CASPs a clearer path to compliance and interoperability.

                  In 2025, Blockchain in FinTech is realising its potential. Tokenised funds and collateral are moving real money at scale; stablecoins are quietly becoming a dependable settlement rail; and “programmable money” is shifting from whitepapers to pilots with central banks and tier-one banks. Corporate treasuries are embracing rules-based, 24/7 transfers, while clearer rules (MiCA, travel-rule guidance) are reducing compliance friction.
                  The arc is clear: finance is converging on interoperable, programmable assets and payments that settle faster, with better transparency and control. Winners will be the firms that pair regulatory credibility with real utility—bridging today’s balance sheets to tomorrow’s on-chain operating model.

                  • Blockchain & Crypto

                  Author

                  Rob Vann

                  Published

                  22 August 2025

                  Estimated Read time

                  7Mins

                  Rob Vann, Chief Solutions Officer at Cyberfort, on the importance of the human factor for successful AI integration in financial services

                  Financial service institutions are currently navigating an increasingly complex digital landscape where opportunity and risk walk hand in hand. According to The Bank of England’s 2024 report, 75% of financial service firms are already using Artificial Intelligence (AI). Afurther 10% are planning to use AI over the next three years.

                  It goes without saying that the rapid uptake can be attributed to the benefits of AI for financial service firms. These include enhancing fraud detection and automating customer service, to improving risk assessment and streamlining compliance processes. Financial institutions are undeniably seeing faster, more accurate decision-making and cost saving as a result of AI integration.

                  However, the reality is more complicated. The same report also reveals security has emerged as the highest perceived risk of AI integration. Both now and looking three years ahead. With this in mind, banks and fintechs alike are struggling to address these immediate security concerns. As well as implementing and keeping ahead of new AI regulation. Meanwhile, also trying to prepare and anticipate what is next for AI technology. With AI becoming essential to the future of financial services, is there too much focus on technical integration and not enough on the human element?

                  The Current Limitations to AI Integration

                  While Generative AI’s (GenAI) ability to understand plain language makes it easier to use, this creates an abundance of potential security risks. Financial staff using these tools might accidentally share sensitive data when asking questions, or the AI could reveal confidential trading information if it’s not properly trained or restricted. This can also work in reverse, by continually telling the AI tool that an untrue thing is correct, the AI tool will adopt this position and present it as fact. For example, if a GenAI tool was trained that people called ‘Rob’ are always bad credit risks, it would quickly factor that into its answers irrespective of the clear (to humans) fact that it is nonsense. This of course works equally well accidentally and maliciously.

                  Another considerable limitation of current GenAI systems lies in how the mechanisms are set to prioritise delivering information. Unlike seasoned human financial analysts who possess the experience and time to make informed decisions, GenAI mechanisms are set to prioritise over a number of known and unknown criteria, that are not necessarily trained from that specific use to the model. For example, a user disconnecting without an answer may mean the Gen AI tool prioritises responding within a specific time frame over providing correct information. This is especially prevalent in public GenAI tools where the context and desire of the user will be different to the current question but may be applied as universal learning. Furthermore, Public GenAI rarely sees the reaction to the output, so it is unable to differentiate between the good and bad answers its given, meaning training on dumb makes the GenAI less smart, not more. 

                  This can lead to potentially dangerous scenarios in critical financial operations. Where the GenAI tool simply guesses or creates an answer that isn’t based on fact, potentially enabling or making the wrong decisions.

                  A Comprehensive Approach to AI Integration

                  Instead, financial services and institutions must focus on creating and adopting a comprehensive approach to AI integration and security to address these challenges and limitations.

                  Firstly, firms should invest in building their own AI models that follow their company’s security rules, rather than relying on unreliable public systems. If public systems are being used by staff though, setting clear rules about, and controls when using these tools, like ChatGPT, will also be essential in ensuring the safety of company information. Staff need to know what they can and can’t share, and monitoring and controls should create clear boundaries and limitations to the use of open AI models.

                  Companies must also train staff on how to use AI systems safely, as even the best security measures can fail if employees don’t know how to use them properly.


                  Finally, organisations should also use multiple AI systems that work together with human experts to double-check results, making sure no single system can make unchecked decisions without a human AI partnership.

                  So, what does a good human AI partnership look like?

                  How to Leverage Human-AI Partnerships

                  Finance services institutions need to recognise that the solution should focus on allowing AI and human skills to compliment each other. It isn’t just about better AI – it’s about enabling human expertise to scale efficiently.

                  The simple principle of “the right tool for the right job” needs to be at the forefront of users minds. A GenAI platform can search through billions of records and identify six that are anomalous in some way. A second AI platform can ask it to validate its findings against the original question. And then a human expert can identify which 4 of the 6 are expected behaviours. And which 2 are malicious, dangerous, or need further action.

                  In the same way as asking the human to search through billions of records manually is unachievable, asking the GenAI platform to apply context it doesn’t have or retain causal experience is equally unrealistic.

                  AI excels at processing vast amounts of data to recognise patterns, but humans bring crucial understanding, ethical judgment, and strategic thinking. Working in unison, taking a partnership focused approach can allow organisations to leverage both the processing power of AI and the nuanced decision-making abilities of experienced professionals.

                  Risk management within this partnership becomes absolutely essential. For instance, if AI flags potential money laundering, a compliance officer needs to review this before any action is taken. Or if AI suggests changes to investment portfolios based on market trends, investment managers must validate these recommendations against their market knowledge and client needs.

                  Banks too need clear procedures for escalation. If AI suggests unusual trading patterns, there should be a defined process for who reviews this. Whether that’s the trading desk, a separate compliance team, or even senior management. The same applies for credit decisions, fraud alerts, or risk assessments. 

                  The Real Risk: Avoiding AI Altogether

                  Interestingly, the biggest risk to financial institutions isn’t from those using AI – it’s from those avoiding it altogether. The key is finding the right balance – embracing AI’s capabilities while maintaining strong human oversight and security measures. Financial institutions must create protected data environments and train AI platforms for specific tasks with specific information. They must establish clear guidelines for AI tool usage. And conduct regular security audits to ensure their AI systems remain both effective and secure.

                  An AI’s development, training, utilisation and continued learning should be planned monitored and developed. This should be longside its human partner’s usage and of course the overall outputs and results.

                  GenAI Platform Best Practice

                  When building a GenAI platform, the following principles should be considered.

                  1. Design it carefully, with a restricted scope and a set of agreed outcomes, how will it learn? What makes this the best learning data? And of course GenAI supervised by humans can play a big part in this.

                  2. Validate its learning, tell it what’s right and wrong – a GenAI  model will learn (like a human) through mistakes. But it won’t hold the knowledge of why? Or what? So keep the feedback relevant, continuous and tight.

                  3. Try to break it – ask it random things. For example, when it replies “I don’t know” tell it that’s a good answer. When it makes something up, be clear and provide feedback.

                  4. Ensure the human partners understand its limitations – people don’t get to outsource their thinking. They get to participate with a low level, high volume intelligence. Make sure they know that and are checking every answer.

                  5. Measure against your original outcome goals. Don’t scope creep without following the above principles. Yes it can analyse data, but it can’t think if what you’re asking is stupid or not.

                  6. Enjoy the financial, time, accuracy and speed benefits of your human/ai partnership

                  The future of financial services lies in effective human-AI collaboration, not just AI adoption. Success requires building secure, well-trained AI systems that compliment human expertise rather than replace it. Embrace this partnership mindset while maintaining strong security measures and human oversight. Then financial institutions can harness AI’s power while mitigating its risks.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  21 August 2025

                  Estimated Read time

                  3Mins

                  The Card & Payments Awards will be taking place on Thursday 5th February 2026 at the famous JW Marriott Grosvenor House Hotel in Mayfair, London. Entries are open now and close in October… Book your table for the Awards now!

                  The Card & Payments Awards remains the longest-standing and leading networking event of the year for the UK and Irish card and payments industry. With over 1100 guests attending on the night, from over 300 different companies, and with a compelling list of blue-chip sponsors. Enter here and book your tables now.

                  Recognising Excellence and Innovation in Payments

                  The Card & Payments Awards has been instrumental in recognising excellence and innovation across the industry from a diverse range of corporations for the past two decades. Each year many eligible organisations compete for one of the prestigious awards which are judged by an independent panel of industry experts. The Awards concludes with its infamous Industry Achievement Award each year. 

                  The Card & Payments Awards are open across the different categories to credit, debit, prepaid and charge card issuers, co-brands, merchant acquirers, payment processors, retailers and other payments companies worldwide who are offering programmes or initiatives within the UK and Irish market. There are a range of categories covering key disciplines and offering organisations the opportunity to showcase all of their achievements. 

                  Why Enter

                  For over 20 years, The Card & Payments Awards have been recognising excellence across the industry.

                  Widely regarded as the Oscars of the card and payments world, this is your opportunity to stand out and celebrate your achievements.

                  An entry gives you the chance to:

                  • Gain recognition from respected industry leaders
                  • Build brand credibility and consumer trust
                  • Increase visibility through press and media coverage
                  • Extensive networking opportunities with senior industry leaders
                  • Demonstrate your commitment to excellence
                  • Assessment by an independent panel of experienced industry judges

                  Entries are judged on the strength of the submission and how well it meets the category criteria. Categories include: Best Industry Innovation, Best Payment Facility, Best App User Experience (CX Initiative), Best Product Design and the Financial Inclusion Award. Last year’s winners include moneyhub for Open Banking, Dojo for Innovating Customer Service with AI, and Nationwide for Product Design.

                  Enter here and book your tables now to celebrate the industry’s biggest achievements, whilst meeting the key players from across the sector.

                  • Digital Payments
                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  20 August 2025

                  Estimated Read time

                  3Mins

                  The financial services industry has been in a state of disruption for over a decade. However, this year has marked…

                  The financial services industry has been in a state of disruption for over a decade. However, this year has marked a new chapter for neobanks. What began as lean, digital-first challengers to traditional banks has now evolved into a powerful movement reshaping the definition of what a bank can be. Today’s neobanks are no longer just mobile apps for managing money…. They are full-fledged lifestyle platforms blending finance with connectivity, commerce, and personalisation.

                  From telecom integration to global market expansion, neobanks are aggressively diversifying their services. They are embedding themselves deeper into everyday life. Consumers are no longer just looking for convenience. They expect financial tools that anticipate their needs, adapt to their behaviours and seamlessly connect with the services they use daily.

                  Here are the top five Neobanking innovations defining 2025:

                  1. Neobanks Entering the Telecom Arena with Digital SIMs & Mobile Services

                  • Monzo (UK) is planning to launch a digital SIM card service. Marking its entry into telecomms to improve customer convenience and diversify its revenue streams.
                  • Klarna (Sweden/US) has taken a similar step by launching a $40/month unlimited 5G mobile plan in the U.S. Available via MVNO partnerships with AT&T and Gigs.

                  This trend highlights a notable shift: neobanks are blending finance with connectivity to create new customer touchpoints and offerings.

                  2. Embedding Finance Across Everyday Activities

                  Neobanks continue to evolve from stand-alone financial apps into integrated platforms within broader ecosystems:

                  • monobank (Ukraine) introduced “Shake2Pay”—a quick, seamless way to pay for fuel at WOG gas stations by just shaking your phone.
                  • It also launched “Group Expenses” for effortless bill splitting and a “market by mono” in-app marketplace offering over 20,000 products with installment buying.

                  These features demonstrate how everyday financial actions—from buying to splitting bills—are becoming deeply integrated into daily life.

                  3. AI-Driven Personalisation & Behavioural Coaching

                  Personal finance is becoming highly tailored:

                  • Industry reports emphasise that AI and machine learning are being leveraged to deliver advanced personalisation, predicting spending behaviors and recommending tailored products.

                  The result is a more proactive and individualised banking experience, where the app anticipates your financial needs rather than just reacting.

                  4. Global Expansion Through Licensing and Market Architecture

                  Neobanks are aggressively scaling internationally:

                  • Revolut has reached 60 million users in over 48 countries by mid‑2025 and is expanding further—setting up Paris as its Western European HQ and investing $1.1 billion in France.
                  • It’s also pursuing a ‘lean bank’ licence in Israel, expanding its regulated banking footprint.

                  This approach underscores a strategic push to become truly global, not just by user count, but by regulatory presence.

                  5. Diversification Beyond Traditional Banking Services

                  Traditional neobanking isn’t enough—2025 is about expanding into new verticals:

                  • Klarna’s shift from BNPL to full-scale digital banking—with debit cards, mobile plans, and FDIC-insured deposit services—signals how neobanks are making themselves indispensable.
                  • Neobanks increasingly aim to become one-stop financial destinations rather than niche providers.

                  Neobanks have moved far beyond their origins as scrappy FinTech challengers. In 2025, they are building holistic ecosystems that combine money management, AI-driven personalisation, mobile connectivity, and lifestyle integration. This transformation signals a broader truth: banking is no longer just about finance… It’s about creating seamless experiences that fit into every corner of modern life.

                  • Neobanking

                  Author

                  Matt Whetton

                  Published

                  19 August 2025

                  Estimated Read time

                  5Mins

                  Matt Whetton, Chief Technology Officer, Acquired.com on the future of payments with cVRPs, AI and vertical integration

                  There are three powerful forces shaping the future of payments and how businesses pay and get paid today. Commercial variable recurring payments (cVRPs), AI, and vertical integration. These forces are transforming the way that businesses can interact with their customers. They are still in the early stages of their development. As these technologies evolve, they hold great potential to redefine payments, benefiting both businesses and consumers alike.

                  cVRPs – recurring commerce done smarter

                  When open banking is discussed, many people are familiar with options like “pay by bank” at checkout. While this is mostly used for one-time purchases, recurring payments like bills and subscriptions still rely heavily on direct debits. Businesses serving British consumers, who collectively spend almost £30 billion a year on subscription services, face challenges with slow settlements. There are also high fees (especially for failed transactions), and limited customer control.

                  cVRPs, the latest evolution of open banking, promise to ease many of the challenges. For example, cVRPs enable businesses to securely collect payments from customers’ bank accounts within agreed limits. These include the amount, frequency, or duration, without requiring customers to re-authenticate each time, reducing friction yet increasing optimisation.

                  In addition to providing the same benefits as ‘pay by bank’ at checkout, such as the convenience of not having to enter your card details and security of not sharing these details with the retailer, cVRPs can unlock new business models for businesses dependent on recurring revenue. The open banking infrastructure which powers cVRPs allows businesses to gather data insights from these transactions. This enables the introduction of offers like dynamic pricing for subscriptions, or variable insurance premiums based on usage. Not only does this help operational efficiency, but it ultimately enhances the customer experience, encouraging them to keep coming back.

                  Critically, cVRPs are more likely to successfully complete compared to traditional direct debits, as businesses leverage advanced capabilities like smarter retry logic and dynamic payment routing. These are typically implemented by providers offering VRP services. With open banking making real-time account balance checks possible, businesses can determine the best time to retry a failed payment, such as after payday. Dynamic routing enables merchants to route transactions based on pre-defined business rules, such as transaction value, geographic region, or acquirer performance. This flexibility ensures that payments are directed to the most suitable acquirer or provider. Therefore ncreasing the likelihood of successful transactions and optimising cost efficiency. Together, these capabilities help reduce failed payments, keep customers subscribed, and increase revenue over time.

                  However, its nascence means there are still potential threats ahead. Regulators need to learn lessons from the growth of ‘pay by bank’. There are 27 million monthly payments now taking place after a slow start, as well as already piloted sweeping VRPs to ensure a solid business model for open banking. With collaboration from banks, FinTechs, business, and government, the ecosystem can take full advantage of these innovative capabilities to reduce friction.

                  AI/ML’s transformative impact

                  The advances in AI and machine learning (AI/ML) are written about every day. So, it’s perhaps no surprise that they are having a profound impact on how businesses process payments, detect fraud, and improve customer service. AI’s ability to process large volumes of transaction data efficiently helps businesses identify patterns, trends, and anomalies that would otherwise be difficult to detect.

                  Not only does this capability benefit fraud prevention, but it can also help businesses gain meaningful insights from the data. Allowing them to expand their service offerings. For example, businesses can apply AI/ML to automate tasks enabled by open banking, such as income verification, affordability checks, and financial health scoring. This helps speed up onboarding and approval processes. Meanwhile, giving consumers access to more sophisticated services. These include spend forecasting, budgeting nudges, and alerts for unusual activity, thereby helping them manage their money more effectively.

                  Looking ahead, AI/ML will be central to unlocking the full potential of open banking. By improving operational efficiency and enabling richer customer experiences, AI will help businesses transition from reactive to proactive financial services. Currently, the best use cases for AI are assistive, not autonomous. AI is at its most powerful when it augments human decision-making, particularly in nuanced or regulated environments. We’re still early in the maturity curve. As the technology becomes more affordable and the technology within it more explainable, it’s hard to imagine the full potential impact of AI in the payments industry.

                  Tailored Solutions

                  The combination of open banking and AI has led to a more tailored and specialised approach to payments technology, particularly for businesses in specific industries. While these powerful tools offer great potential, it is crucial that they are applied in the right way, at the right time, and for the right business.

                  To move beyond generic payment solutions, the industry is seeing increasing vertical integration. Instead of simply processing transactions, payment providers must now deliver more comprehensive solutions that address the needs of specific sectors. In industries where payment needs are more complex, vertical integration ensures that payment solutions are tightly aligned with business operations. For example, businesses in the construction sector often require project-based billing and payment systems that reflect the way projects are managed. Elsewhere, hospitality providers need solutions that integrate payment systems with real-time inventory tracking and booking management.

                  It’s fair to say firms will always be looking for any place to optimise to gain an edge. The trend towards vertical integration, combined with cVRPs, and AI are redefining the future of payments. There is a move away from a technical area of the business, to become a core operational function. Businesses adapting to leverage these technologies are well placed to create stronger connections with their customers and drive long-term growth.

                  • Digital Payments

                  Author

                  David Sewell

                  Published

                  18 August 2025

                  Estimated Read time

                  4Mins

                  David Sewell, Chief Technology Officer at Synechron on why robust digital infrastructure is the missing link in the UK’s AI ambitions

                  The current British government wants everyone to know that it sees opportunity in AI. Across a series of flashy public events this spring, Prime Minister Keir Starmer announced a string of support packages. Culminating in a £2 billion AI investment pledge. Standing next to the Prime Minister, Nvidia’s Jensen Huang addressed a gathered audience of businessmen and politicians by mentioning the “extraordinary” atmosphere in the UK. Huang also mentioned that the UK is now the third largest AI venture capital market in the world.

                  The UK has set an ambition to be a global powerhouse in artificial intelligence – building on what it’s already done. The question now is how to ensure it gets there.

                  The financial industry, centred in The City but now in every corner of the nation, is core to getting there. As James Lichau, financial services co-leader at BPM said: “AI presents immense opportunities for the FinTech industry”.  From better banking applications to bespoke advisory and vastly improved investment theses, Britain’s AI dream will flower with its fintech ambitions.

                  The Global AI Momentum and Infrastructure Reality

                  The UK has been quick to realise the importance of the moment, but others are moving too. Two billion pounds is a sizeable commitment but compared to the United States’ $4 billion CHIPS and Science Act AI investments and China’s estimated $15 billion in annual public and private AI spending, it’s not the largest in the world.

                  Capital investment is accelerating as nations and corporations are pouring large sums into artificial intelligence capabilities.  What might have previously been seen as “unnecessary spend” is now being approved as essential infrastructure. The best engineers now command salaries the equivalent of city budgets. Financial companies of all sizes have placed substantial wagers on AI’s ability to create new value.

                  This means Britain will need to be smart and targeted in where to place support. The most obvious place is infrastructure. Infrastructure is critical because ambition without infrastructure is unsustainable. Even the most sophisticated AI strategies, backed by some of the largest companies in the world, will fail without the foundational digital systems to support them.

                  The UK’s AI aspirations face a fundamental test: can government investment translate into real-world capability when the underlying infrastructure remains underdeveloped? History shows that technological leadership demands comprehensive ecosystem development encompassing everything from basic connectivity to advanced computing resources.

                  Infrastructure: the foundation for progress

                  A successful AI ecosystem requires three interconnected elements.

                  First, compute capacity represents the engine of AI development. Training sophisticated machine learning models demands enormous computational resources, often requiring specialised hardware configurations that can process vast datasets efficiently. Without adequate compute infrastructure, AI development becomes expensive and time-consuming, forcing organisations to seek resources elsewhere or abandon projects entirely. Peter Kyle, Secretary of State for Science, Innovation & Technology described the possibilities this way: “Giving our researchers and innovators access to the processing power they need will not only maintain our standing as the world’s third‑biggest AI power, but put British expertise at the heart of the AI breakthroughs.”

                  Second, power supply infrastructure must support the energy-intensive operations that modern AI systems require. Data centres housing AI workloads consume significantly more electricity than traditional computing facilities, creating new demands on national energy grids. This is why countries like Iceland with large geothermal and hydroelectric energy capacity typically outperform in power-intensive industries. Meanwhile, the massive grid outage this spring showed the fragility of Spain’s power system. The UK’s AI Energy Council is holding discussions about upgrading the national grid, with plans to power the next wave of AI using nuclear and renewable energy.

                  Third, connectivity is crucial for reliable movement of large data sets. Networks enable real-time deployment of AI services, allowing organisations to access and process data across real-world applications. Without robust connectivity, AI remains confined to isolated research environments rather than driving economic productivity. The UK has a longstanding programme of investment in broadband infrastructure although the speed requirements represent a significant expansion of current capabilities.

                  Beyond Headline Commitments: The Implementation Challenge

                  The caveat frequently used by investment managers applies here as well: “Past performance is not a guarantee of future results.” Some regions have built a head start in the race for AI supremacy. That doesn’t mean they will stay in the lead.  From algorithmic trading to fraud detection, fintech applications will be among the first to falter if infrastructure lags behind innovation

                  Countries that address infrastructure limitations decisively can leapfrog competitors and establish sustainable competitive advantages.

                  The UK must be unafraid to copy success from elsewhere, while also finding areas to break new ground. The UK AI Opportunities Action Plan is a strong start. Government, business, and investment leaders must now collaborate to turn ambition into execution.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  13 August 2025

                  Estimated Read time

                  2Mins

                  Join industry leaders and innovators in London at the 5th Annual Digital Banking Summit – October 21-22, a premiere event designed to explore the most transformative trends shaping the banking sector in the digital era.

                  The Digital Banking Summit two-day conference covers a range of critical topics. From AI-driven banking and open finance to financial inclusion and the future of digital identity. Discover how cutting-edge technologies like edge computing, hyper-personalisation and APIs are redefining corporate and retail banking. Engage in discussions around legacy system modernisation, sustainability through ESG initiatives and the regulatory landscape, including DORA and GDPR.

                  With sessions led by top executives from global financial institutions (including Santander, Revolut, Citi and Lloyds), attendees will gain actionable insights on leveraging innovation to streamline operations, enhance customer experience, and build resilient financial ecosystems. Take advantage of networking opportunities and 1:1 meetings to connect with senior leaders and experts. Don’t miss this opportunity to be part of the conversation shaping the future of digital banking.

                  Book your place here

                  Digital Banking Summit Day 1

                  • Revolutionising Banking in the Digital Era
                  • Open Banking and Open Finance
                  • Financial Inclusion in Banking
                  • Digital Identity: Onboarding, Compliance and Embedded Finance
                  • Cross-Industry Collaboration in Banking
                  • Banking for a Digital Workforce
                  • Hyper-Personalisation in Wealth Management
                  • Edge Computing
                  • The Role of APIs in Transforming Corporate Banking
                  • Digital Resilience
                  • Legacy Systems vs Modernisation
                  • AI in Banking

                  Digital Banking Summit Day 2

                  • Automation and Cloud Banking
                  • Data Monetisation: Ethics and Opportunities
                  • Digital Marketing in Banking
                  • CBDCs
                  • Sustainable Banking Future with ESG
                  • Navigating DORA, GDPR and Beyond
                  • Digital Wallets
                  • Mobile Banking
                  • Crypto, Instant Transfers and Banking
                  • AI-Driven Fraud
                  • Customer-Centric Innovation
                  • Cybersecurity: Deepfakes, AI Attacks and Quantum Risks

                  What Attendees Really Think About the Digital Banking Summit

                  “Very well organised conference with a lot of possibilities to meet people and very interesting topics in the banking world”

                  Director, ERI Bancaire S.A.

                   “The energy at the event was truly invigorating, as industry leaders shared innovative ideas that are reshaping the future of banking”

                  Digital Product Lead, Unicredit

                  “Great experience! In order to meet with professionals from the industry, a lot of networking opportunities. Great topics!”

                  Strategy Manager, Akbank

                  “Valuable learning and interesting conversations”

                  Director, Wise

                  “The audience is on a very senior level, a lot of participants. Speakers are also on a very high level, everybody learned a lot. We are very, very happy!”

                  Head of Regional Marketing CEE & CIS, Finastra

                  “A great opportunity to meet the industry experts and get inspirational thoughts!”

                  Digital Product Manager, Innovation at Erste Bank

                  Book your ticket here

                  • Artificial Intelligence in FinTech
                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  12 August 2025

                  Estimated Read time

                  8Mins

                  Read in brochure format

                  FinTech Strategy meets Eastern Horizon Founder & CEO Christine Le to discuss client expectations and the changing landscape of wealth management

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At Financial Transformation Summit, Christine Le, a Chartered Financial Planner and Founder & CEO of Eastern Horizon Wealth Management, spoke on an investment panel – “Generational Wealth Transfer: Meeting the Expectation of Younger Clients”. Appearing with industry colleagued representing Citi Global Wealth, HFMC Wealth and Lightbox Wealth, Le considered: What trends and technologies are shaping NextGen investment decisions, and how can WMs stay ahead? Can digital wealth platforms meet the demand for hyper-personalised, user-friendly experiences? How does social responsibility & ESG investing influence younger investors, and how can advisors align with these priorities? How can wealth managers build and maintain trust with NextGen investors?

                  Following the panel, we spoke with Christine to find out more…

                  Hi Christine, tell us about your role at Eastern Horizon?

                  “I’m a Chartered Financial Planner and the Founder & CEO of Eastern Horizon Wealth Management. We are a financial advisory firm and also a partner practice of St. James’s Place. They are among the biggest wealth management firms in the UK based on assets under management. We get a lot of support from St. James’s Place in terms of technology compliance and investment solutions. At my practice, we focus on a diverse range of clients including ethnic minorities, especially British Asians in the UK. I’m also the president of the Vietnam Investment and Finance Association in the United Kingdom (VIFA). We aim to provide useful financial information for Vietnamese people in the UK and become a bridge between Vietnam and the UK.”

                  You were part of a panel at this Summit focused on Generational Wealth Transfer. Can you give us an overview of your thoughts?

                  ‘’Having worked in the financial services industry for over 15 years, I’ve observed a persistent gap in how the industry serves diverse client segments – particularly ethnic minority communities in the UK. This gap is especially pronounced when it comes to financial education and long-term planning, including wealth transfer across generations. When I speak to members of my own Vietnamese community, I often find that there’s a limited understanding of how to navigate financial systems effectively – from managing investments and pensions to planning for intergenerational wealth. It’s not due to a lack of interest or ambition, but rather a lack of access to culturally relevant and accessible financial advice.

                  “This is where I believe I can make a meaningful difference. I not only bring professional expertise and technical knowledge to the table, but also a deep understanding of the cultural values, family dynamics, and communication styles that shape financial decision-making in the community. That cultural insight is key to building trust, something that is essential when discussing personal finances and planning for the future. My goal is to help bridge that gap – to empower families with the knowledge and tools they need to make informed financial decisions, preserve their wealth, and pass it on confidently to the next generation.’’

                  Why is this an exciting time for the business?

                  “At the moment the world is so integrated, and many people can benefit. A lot of people want to go to the UK, invest into the UK. I think with that in mind this is an exciting time to run my business and to be able to bridge that gap, providing sufficient knowledge for people as a trusted source when they come to the UK and need to understand the financial regulations. We can give people solid support to understand the financial processes of settling and building wealth in the UK.”

                  “Right now, everyone is talking about AI, and for good reason. In my business, we rely heavily on digital tools to streamline administrative tasks. It’s truly a game-changer. Compared to starting a business 15 years ago, when I would have needed a full-time assistant just to take meeting notes and summarise action points, many of those processes can now be automated, saving both time and cost. Another advantage is in how we communicate. Many of my clients are British Vietnamese. While they understand and speak English, they often feel more comfortable communicating in Vietnamese. We use AI-powered translation tools to make this process faster and more seamless. These technologies are allowing us to broaden the range of services we offer and tailor our support to each client’s needs.”

                  What pain points are your clients experiencing that you need to address?  How are you meeting the challenge?

                  “It’s about meeting the client’s highest priority. When people come to me, they maybe want to support their children to get onto the property ladder or plan for their retirement. They might be looking to buy a new car or move home. So, as a regulated financial advisor, I can sit with a client and talk them through key priorities and tailor the solutions best for them and help them overcome the pain points of decision-making.

                  “Additionally, the UK’s financial regulations are complex and changing all the time. It’s very difficult for people to follow. It’s my job as a financial advisor to follow up those changes and stay up to date with the regulations to assess how it can impact our clients and then give them the best recommendations. Allied to this, many of our clients will need support with cross-border services as they move freely between different countries they need somebody they can trust, an expert that knows what they’re doing and who can provide the right financial services for them.”

                  Tell us about a recent success story…

                  “Success for Eastern Horizon is to know that our clients feel they have somebody to rely on. For example, I have an old friend who came to me as a client. She was based in Vietnam but wanted to relocate to the UK. She had assets across Europe and in Vietnam and needed to understand the big picture of financial planning in the UK. We examined her assets across different countries to bring them into the UK and find the best solution for her to utilise tax efficient savings, pensions and investments to support her family and her business in the long term.”

                  What’s next for Eastern Horizon when it comes to wealth management? What future launches and initiatives are you particularly excited about?

                  “Over the next few months, we are keen to collaborate with different associations and communities across the UK – whether that’s related to Vietnam or British Asian communities and offer useful information and workshops and webinars tailored to different audiences. Also, with my work for the Vietnam Investment and Finance Association I want to organise workshops for those keen to invest in the UK but don’t know where to start. They often don’t have anyone to support them so I would like to focus on building a network to offer that bridge to investment in the UK.”

                  Why do you think the evolution of collaboration between traditional institutions and FinTechs is set to continue? What are you excited about?

                  “I spent five years working at the intersection of FinTech and WealthTech – where wealth management meets technology. During that time, I witnessed firsthand how the financial services landscape is evolving. Large incumbent banks bring undeniable strengths: scale, regulatory rigour, and long-standing client trust. However, they often struggle with agility. Their legacy infrastructures, many of which still aren’t cloud-based, make digital transformation slow and complex. On the other hand, FinTechs are born digital. They’re nimble, innovative, and quick to adapt to changing customer needs. But without the reputation and stability that traditional institutions have built over decades, they can face challenges in gaining consumer trust or navigating regulatory environments alone. What became clear to me is that banks and FinTechs cannot operate in silos.

                  “Collaboration is not just beneficial, it’s essential. When they work together, they combine the best of both worlds: the reliability and compliance of traditional finance with the innovation and customer-centric design of new technology. With my own practice, we apply this mindset. We actively look for ways to streamline administrative processes using digital tools – reducing costs, improving efficiency, and freeing up more time to focus on what matters most: building strong, human relationships with our clients. The goal is to use technology not to replace that human connection, but to enhance it. By doing so, we can deliver modern, efficient, and deeply personalised financial services that clients trust.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Eastern Horizon?

                  “I’ve attended several events this year, and this has truly been one of the most enjoyable and well-organised in the UK. What stood out was the impressive mix of voices – from established financial institutions to bold, forward-thinking startups. Engaging with such a diverse group of speakers has been both insightful and thought-provoking. I’ve come away with fresh perspectives, challenged some of my own assumptions, and found new ideas to explore as we continue building meaningful partnerships for Eastern Horizon Wealth Management.”

                  Find out more at easternhorizonwealth.co.uk

                  About Christine Le and Eastern Horizon Wealth Management

                  As an Appointed Representative of St. James’s Place, Practice Lead, and business owner, Christine leverages over 15 years of experience in financial services and wealth tech to serve our clients, acquired through extensive work in multinational financial services firms in the UK. This rich background has equipped Christine with the skills and knowledge necessary to effectively oversee the business, ensuring that every facet is managed with the highest level of professionalism.

                  Christine founded and built this Practice to help clients prosper, build financial security, and attain peace of mind while overcoming financial obstacles. 

                  Her primary focus is on nurturing enduring relationships with her clients, offering them trusted guidance as their financial requirements evolve over time. Throughout her advisory process, clarity remains paramount. By closely collaborating with her clients, Christine strives to identify the most efficient and tax-effective strategies to help them achieve their objectives. Specialising in tailored solutions, Christine is dedicated to understanding her clients’ financial goals and crafting strategies that align with their vision for the future.

                  • Artificial Intelligence in FinTech
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  11 August 2025

                  Estimated Read time

                  8Mins

                  Read in brochure format

                  FinTech Strategy meets with Citigroup’s Head of ESG Credit Management, Mauricio Masondo, to discover the future for ESG and sustainable finance

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At Financial Transformation Summit, Mauricio Masondo, Head of ESG Credit Management at Citigroup, featured on a sustainability panel – ‘The Future of ESG and Sustainable Finance: Balancing Profit and Purpose’. Alongside peers fromGenerali AM, Gallagher Re and Arma Karma, Masondo considered: What key metrics should FIs use to track ESG progress, and how can they ensure authenticity in their sustainability efforts? Developing a holistic ESG strategy amid evolving regulations – key challenges and solutions. How can FIs leverage technology to meet sustainability goals and drive long-term profitability? How can FIs move beyond offering ESG products to embedding sustainability into their core business models?

                  Following the panel, we spoke with Mauricio to find out more…

                  Hi Mauricio, tell us about your role at Citigroup?

                  “In my 32 years with Citi my career has primarily focused on wholesale credit, and in recent years I built out our portfolio management function. For the past year specifically, I’ve been leading the integration of ESG and climate considerations into our credit processes. As Head of ESG Credit Management, my role is to embed ESG requirements into our credit processes in a way that’s consistently and efficiently applied through technology, policies, training, and governance frameworks. Our strategic approach was not to create an ESG silo that replicates existing processes, but rather to integrate ESG considerations seamlessly into our current workflows. This means any credit analyst can now underwrite ESG credits, sustainable loans, or green loans, rather than requiring dedicated specialists. We’ve equipped our entire team with the knowledge and tools they need to handle these transactions effectively.”

                  You were part of a panel at this Summit focused on the future for ESG and sustainable finance. Can you give us an overview of your thoughts?

                  “Data standardisation is absolutely critical, especially as we advance into the AI era. I often reference Moody’s as an excellent example of strategic foresight. Moody’s operates two key businesses – credit ratings and data analytics – and early in their AI journey, they made the strategic decision to structure and normalise all their credit research data. This proved to be transformational because it enabled them to deploy AI solutions much more rapidly with clean, structured datasets. We’re working to apply this same principle at Citi. We’re developing processes to structure climate-related data in a way that will be usable across multiple applications. For example, we’re working on integrating emissions data and climate risk assessments into our credit risk rating models. We’re also exploring how this structured approach could support underwriting processes and securitisations, where comprehensive data packages could facilitate risk transfer transactions with institutional investors. The goal is to build normalised, structured data as the foundation for various applications, from portfolio management to AI-driven solutions. While we’re still in the early stages of many of these initiatives, the potential is significant.”

                  Why is this an exciting time for the business?

                  “We’re witnessing the convergence of several transformative trends. However, one of our biggest challenges is policy divergence across jurisdictions. Countries are taking vastly different approaches to ESG requirements, and for a global bank like Citi, this creates significant complexity in standardising processes across multiple regulatory environments. While challenging, this divergence also creates opportunities to develop scalable, cost-effective solutions that can adapt to various regulatory frameworks. Second, AI is revolutionising how we approach ESG challenges. It’s helping us structure data more effectively, enhance reporting capabilities, contextualise information, and identify trends that would have been impossible to detect manually.

                  “Previously, comprehensive ESG analysis required significant time, resources, and personnel. AI has made these processes more accessible and cost-effective. Most importantly, there’s been a fundamental shift in how the industry, and governments, view ESG. It’s evolved beyond compliance and emissions reporting to become a significant business opportunity. We need to capitalise on this transition – moving from reactive reporting to proactive opportunity capture. The capital is there, and if traditional banks don’t seize these opportunities, asset managers, private credit firms, and private equity will. We’re partnering strategically with reinsurance companies and asset managers to develop innovative solutions that unlock transition capital and help companies fund decarbonisation projects.”

                  “Trade flows are experiencing significant disruption due to current tariff policies. This creates both challenges and opportunities for our clients. Companies are reassessing their supply chain vulnerabilities and seeking greater resilience in their operations. I anticipate we’ll see a regionalisation of trade flows rather than a complete deglobalisation. European companies will likely increase intra-regional trade while reducing intercontinental transactions. We’re seeing similar patterns emerging in Asia and the Middle East. This shift requires banks to be more agile in how we structure trade finance and working capital solutions to meet these evolving needs.”

                  What pain points are you experiencing that you need to address?  How are you meeting the challenge?

                  “Working capital finance requires increasingly creative solutions that leverage advanced technology. Banks are recognising that FinTechs often have greater agility in developing and implementing these technologies. There’s significant efficiency in having one FinTech serve multiple banks rather than each institution developing independent solutions. This collaborative approach allows us to move faster while reducing development costs and time-to-market.”

                  Tell us about a recent success story…

                  “I designed and led the implementation of an early warning monitoring system for Citi’s credit portfolio. The project began with a fundamental concept: create a data lake, develop meaningful metrics, and engage data scientists to interpret the insights. We collaborated with trade officers and partnered with external specialists to enhance our capabilities.Initially, there was scepticism about the system’s value, particularly because we built it as an independent function within our portfolio management organisation, separate from traditional banking and risk management structures. However, this positioning allowed us to collect unique client data and develop insights that weren’t available elsewhere in the organisation. A critical component of our success was establishing a dedicated credit expert team that oversees the entire process.

                  “This team leads the engagement and communication of alerts, ensuring that insights are properly interpreted and actionable recommendations reach the right stakeholders. The evolution was remarkable. We progressed from generating a few alerts daily to dozens per day, and eventually to hundreds of alerts weekly. More importantly, we developed sophisticated processes for interpreting and acting on these alerts, with our expert team serving as the bridge between data insights and business action. Bankers and risk managers began to recognise the value, and today, three years later, the system is integral to how we conduct annual reviews and client presentations. It’s incredibly rewarding to provide our bankers with comprehensive data and insights that strengthen their client relationships.”

                  What’s next for Citigroup when it comes to ESG? What future launches and initiatives are you particularly excited about?

                  “While it may sound clichéd, AI truly is transformative for our industry. The breadth of use cases and the rapid pace of learning make it essential to our strategic direction. We’ve established a strategic partnership with Google and are investing significantly in AI use case development and implementation across our operations. From an operational perspective, AI will undoubtedly increase our efficiency as an industry. More importantly, it’s enabling us to evolve our business models and create client solutions that weren’t previously feasible. This opens entirely new avenues for innovative product development. Additionally, since CEO Jane Fraser joined, we’ve embarked on a comprehensive transformation program that’s delivering strong results in terms of financial performance and returns. We’ve restructured and simplified our operations, which positions us more competitively as we refresh our leadership teams and attract new talent. The trajectory is very promising.”

                  Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?

                  “The current tariff environment is creating opportunities for FinTechs that facilitate connections between banks, investors, and corporations. It’s also presenting consolidation opportunities for private equity firms within the rapidly expanding FinTech ecosystem.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Citigroup?

                  “The panel brought together diverse perspectives from FinTech, asset management, insurance, and banking – all addressing common challenges that span our sectors. This cross-industry dialogue creates tremendous opportunities for collaboration and mutual understanding. The key now is translating these conversations into action. We need to maintain these connections, expand the dialogue, and avoid making decisions in isolation. FinTechs possess the agility to implement changes in their operating models far more quickly than large incumbents like us. However, our procurement systems and processes aren’t always conducive to collaborating with smaller, innovative companies. Events like this highlight the need to streamline how institutions like Citi can collaborate with and learn from FinTechs. We must accelerate our ability to adapt to a rapidly changing world.”

                  Learn more at citigroup.com/global/our-impact

                  About Citgroup

                  A human bank…

                  We’re helping build more sustainable, economically vibrant communities around the world.

                  At Citi, helping our clients navigate the challenges and embrace the opportunities of our rapidly changing world is fundamental to our mission of enabling growth and economic progress.

                  • Artificial Intelligence in FinTech
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  8 August 2025

                  Estimated Read time

                  7Mins

                  Read in brochure format

                  FinTech Strategy spoke with Veritran’s CMO, Jorge Sanchez Barcelo, at Money20/20 Europe to find out more about the tech firm’s partnership with Manchester City reimagining CX to create a frictionless digital experience for fans

                  Money20/20 Europe Exclusive

                  In an era where technology defines the customer journey, Jorge Sanchez Barcelo, Chief Marketing Officer at Veritran, is leading a bold charge into a new frontier: one where financial technology fuses with fandom, and CX becomes both frictionless and deeply personal.

                  Jorge’s professional journey has always followed the arc of digital transformation. From his earlier roles at AT&T and Banorte to now helming marketing at Veritran, a global technology company, his mission is clear: make life easier, better, and more secure for end users – whether they’re banking customers or football fans.

                  “Our technology without a purpose is nothing. It’s just code,” Jorge says. “We build for people. And that purpose has taken us far beyond banking.”

                  From Buenos Aires to Global Ambitions

                  Founded in Buenos Aires almost 20 years ago, Veritran started building mobile applications before the iPhone even existed – when, as Jorge jokes, “phones were just for calls, texts, and the occasional game of Snake”.

                  “Our guys were visionaries,” he continues. “They were talking about applications when we didn’t even have smartphones. Back then, you had to build a separate app for every phone model because we didn’t have iOS or Android,” he recalls.

                  Despite those early technical hurdles, the company maintained a singular focus: democratising access to financial services. “Once a person starts managing their own finances, they gain control,” reasons Jorge. “And control is the first step toward growth.”

                  That mission has proven timeless, and borderless. Today, Veritran has a solid footprint across Latin America and has expanded into the US and Europe.

                  Why Experience Matters More Than Ever

                  Jorge is acutely aware that in financial services, trust is everything. A slick PowerPoint is not enough to win over banks.

                  “When I meet with a financial institution, they don’t want theory. They want proof. They want to see our tech working in the real world. But many banks are reluctant to share their strategies, even with non-competitors.”

                  This desire to demonstrate capability led Veritran to seek a bold new marketing approach – one that would provide a visible, secure, and non-competitive environment to showcase its tech.

                  Enter Manchester City: A Blueprint for CX Innovation

                  The solution arrived via the pitch, not the boardroom. Veritran entered into a partnership with Manchester City, one of the best football teams in the world.

                  “Manchester City is digitally five to seven years ahead of most clubs,” says Jorge.

                  Veritran’s technology now supports key digital operations at Manchester City, helping the Club streamline processes such as user registration, membership management, and ticketing. This collaboration reflects a shared commitment to innovation and operational excellence.

                  What began as a strategic partnership has evolved into a strong example of how financial technology can reinforce digital infrastructure in the sports sector. As more organisations seek reliable and scalable solutions, the model developed with Manchester City demonstrates the value of secure, efficient platforms designed to support long-term digital growth.

                  Breaking the Sponsorship Mold

                  Unlike traditional sports sponsorships, which often come with hefty price tags and limited strategic collaboration, Veritran’s deal with City was rooted in partnership.

                  “Our partnership is beneficial for both companies, we share value,” explains Jorge.  “With the brand reach of Manchester City’s clubs we have been able to promote our company worldwide.”

                  This model has opened the door to future collaborations, not only with sports clubs, but also with entertainment companies in the US who are eyeing similar digital transformations.

                  Applying FinTech Learnings in New Territories

                  As Veritran enters new markets, they carry the lessons of regulated finance into less restricted sectors.

                  “In banking, every innovation has to pass through layers of regulation,” notes Jorge. “But in entertainment or sports, you can think outside the box and start with the experience, not the compliance checklist.”

                  That freedom has allowed Veritran to experiment with new ideas, such as smile-based stadium access or face-based payments.

                  “We call it ‘mouthful access’ – just smile, and you’re in. You can’t do that in banking… yet.”

                  Blending Brand and Utility: A New Era for Embedded Finance

                  What sets Veritran apart isn’t just its technology stack – it’s the way it applies that stack to create emotional resonance and operational value in new settings. For Jorge and his team, the convergence of financial services and lifestyle touchpoints is the most exciting, and underexplored, frontier.

                  “When we embed finance into a stadium or a music festival, we’re not just processing payments,” he explains. “We’re creating seamless, branded experiences that extend customer relationships beyond the bank branch or app.”

                  This philosophy echoes a wider FinTech trend: the shift from siloed services to contextual, embedded finance – delivered where customers already are, not where institutions want them to be.

                  As financial brands seek new ways to engage digitally-native consumers, Jorge believes partnerships with lifestyle, sports, and entertainment brands offer huge untapped potential.

                  Jorge notes that younger generations expect everything to be digital, instant, and intuitive. They don’t separate banking from shopping or attending an event, it’s all part of one journey. “If we can integrate services invisibly into those moments, that’s where the magic happens.”

                  He’s quick to add that the financial industry still has work to do in aligning with this shift – both culturally and technologically.

                  “It’s not just about APIs or infrastructure. It’s about mindset. The organisations that embrace this new way of thinking – who see CX as a shared responsibility across ecosystems – will lead the next decade.”

                  With Veritran’s cross-industry collaborations accelerating, Jorge is confident they’re not just shaping financial journeys – they’re reshaping everyday experiences.

                  Embedding Finance in the Fan Journey

                  Jorge sees a massive opportunity to embed financial services into sports and entertainment ecosystems, particularly in underbanked regions like Latin America.

                  “In the UK, stadiums are already cashless. In Latin America, we still have guys walking around selling Coca-Cola for cash from their pockets. We want to change that.”

                  By introducing digital wallets, biometric payments, and embedded insurance services (e.g., ticket protection at the point of sale), Veritran enables clubs to become financial service providers.

                  “Imagine buying a match ticket and adding travel insurance in one click. That’s the level of seamless we’re aiming for.”

                  Pain Points Driving Demand

                  So what are clients asking for?

                  Jorge says it comes down to three priorities:

                  1. Integrated Payments Ecosystems
                    Clients want unified platforms that support seamless payments across channels and partners
                  2. Digital Onboarding & Identity
                    Reducing friction while enhancing security is top of mind – especially in customer acquisition
                  3. End-to-End Security Suites
                    With AI-driven fraud and evolving regulations, security isn’t optional; it’s a strategic asset

                  Veritran’s flexibility as a tech partner, not just a vendor, allows it to co-create with clients. This often means integrating with their existing partners, such as banks, card networks, or insurers.

                  What’s Next for Veritran?

                  According to Jorge, the company is at a pivotal moment. Its technology is gaining traction in new verticals with strong investment appetite – such as entertainment and live events.

                  “These sectors have the budget and the ambition. No one’s serving them with the kind of Fintech-grade CX we provide.”

                  The company is also exploring opportunities in public transportation and other infrastructure-heavy sectors where transactions are frequent and still inefficient.

                  “Everywhere there’s a transaction, there’s an opportunity to simplify.”

                  FinTech is set to play an expanding role in everyday life whereJorge believes the very definition of FinTech is evolving.

                  “It’s not just about banks anymore. If you buy a coffee, book a train, or enter a concert – those are all transactions. And if we can simplify them, that’s FinTech too.”

                  That’s why Veritran sees future growth in collaborative ecosystems where banks, brands, and non-traditional players converge to serve the customer journey holistically.

                  Why Money20/20?

                  Jorge credits the annual Money20/20 Europe conference with helping shape Veritran’s partnerships – including the initial connection with Manchester City.

                  “It’s one of our top five global trade shows. We don’t just send a team – we send our top execs, including our CEO. It’s where deals happen.”

                  Building with Purpose for the Future

                  In an industry flooded with features and hype Veritran differentiates by staying grounded in user value.

                  “Tech for tech’s sake is meaningless. But tech that improves how someone lives, spends, or connects – that’s everything,” says Jorge.

                  From its Argentine roots to a global stage, Veritran’s journey underscores one enduring truth: In customer experience, the future belongs to those who build it with purpose.

                  Veritran: A CX FinTech Trailblazer

                  • Embedded Finance
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  7 August 2025

                  Estimated Read time

                  7Mins

                  Read in brochure format

                  FinTech Strategy meets with Seema Desai, COO at iwoca, to hear how customer experience is being redefined in a digital lending era

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At the Financial Transformation Summit, Seema Desai, COO at iwoca, spoke on a panel (alongside representatives from Zopa Bank and Citibank) about the shifting needs for customer experience in digital lending. How can lenders create hyper-personalised loan products to meet diverse customer needs? What are the best practices for maintaining a human touch in automated lending processes? How can lenders build and maintain customer loyalty in a competitive market? What role does omnichannel strategy play in delivering a seamless lending experience?

                  Following the panel, we spoke with Seema to find out more…

                  Hi Seema, tell us about your role at iwoca?

                  “I am the Chief Operating Officer at iwoca. We provide fast and flexible finance to small businesses across the UK and Germany. In my role as COO, I’m responsible for all of our UK operations teams. So, all of our agents that engage with customers throughout the customer journey. And I make sure that we’re offering a really high quality service that is also highly efficient.”

                  You were part of a panel at this Summit focused on redefining CX in the era of digital lending. Can you give us an overview of your thoughts?

                  “So, maintaining that personal touch is really important because that personal touch helps us to build trust with our customers. We all know that when dealing with money, that trust element is super important. There’s lots of things that iwoca does to maintain that. For example, every customer has a dedicated account manager. They can get through to them via a direct number. We also respond to emails fast, every email on the same day. And then we commit to answering at least 80% of calls in less than 60 seconds. We’ve got 10,000 new applications every month and about 30,000 customers making repayments currently. We’re doing all of this with an account management team of just 30 people. So, to maintain that level of personal touch whilst also being able to deal with that volume of customers, we absolutely have to leverage digital technology to be able to do that really efficiently. And there’s many ways that we do that…

                  “First of all, we make sure that our account pages and our signup flow is as clear and seamless as possible so that customers can self-serve if they want to. But we also make sure that with our operations activities, we’ve broken down every step of every operational process into a task that is visible on our in-house built CRM system. And then what we can do is run tests on every single step of those to see where having human interaction really adds the most value. So, we are constantly upgrading where we apply human interaction in a really forensic way to make sure that it’s optimised as much as possible.”

                  Why is this an exciting time for the business?

                  “It’s really exciting right now. We’ve been having some record months recently and broken some big milestones. We are now approving around 10,000 new business loans every month, which is huge. Our loan book across the UK is almost £1 billion. And then a bit closer to home, we’ve also just moved offices. We’ve got more space and we’re still able to attract exceptional talent into iwoca and it’s great to have a new home in central London to do that.”

                  “Embedded finance is a big trend right now. It’s important for us to make sure that customers can access lending when and where they need it. We’re integrating lots of partners through our open API – around a third of our applications come through partner channels. So, that’s a very important trend and growing for us in the future. We’re also seeing a lot of hyper-personalisation. We know that customers want to be able to tailor loan products exactly to their needs, and we want our products to be able to provide that flexibility to them. We’re looking at increasing loan amounts, changing durations and offering different types of repayment schedules with interest only options. And that’s hugely exciting. And one of the big trends that I’ve heard about here at FTS, and which we are working on at iwoca, is how we leverage AI and what we might be able to do with AI to make us even more efficient, but still maintain an excellent customer service.”

                  What pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?

                  “So, it’s important to remember that iwoca exists in order to solve pain points for customers because customers were just relying on traditional lenders. Those traditional lenders, the big banks, have much longer application processes, typically taking weeks and sometimes just aren’t able to lend to those customers at all because it’s not within their risk appetite. Whereas at iwoca you can get a loan within minutes. We can also lend to customers that banks couldn’t lend to because we’re able to use data and data science to be able to understand the risk level and different customers much better.”

                  Tell us about a recent success story…

                  “We are operational in the UK and Germany, and a success story for us is the fact that we are now working with a loan book of almost a £1 billion and we are profitable. And we have been for quite a while now, since early 2023. So, it’s a real success story for us that we’re able to use that profitability to fund our core business growth but also use it to invest in solving other pain points for customers beyond lending.”

                  What’s next for iwoca? What future launches and initiatives are you particularly excited about?

                  “Yeah, there’s a lot of things that we’re working on right now. I’m excited about some of the AI tools that we are trialling to make our service even more efficient. There’s a number of exciting applications out there, so there’s a lot of people at iwoca exploring and exploiting different AI technologies. It’s going to be very exciting to see how that rolls out across our business in the rest of this year. And then also looking at new ventures that are beyond lending, which we may be launching later this year or early next.”

                  Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?

                  “Collaboration is hugely important to us and our business model. Traditional banks are able to access capital more cheaply than we can, but they’re able to provide us with access to their balance sheet so that they provide financing to us so that we can then lend to our customers. So, with their financing, we are able to use our data and our technology to reach customers that they wouldn’t be able to reach directly. At the moment, something like 80% of our funding comes from banks such as Barclays and Citi. So, they’re hugely important to us and we are continuously reviewing with them the performance of our own book and finding ways that we’d be able to lend to more of our customers.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for iwoca?

                  “This is my first time at this event, and I’ve been really impressed. It’s been really well organised and the panels have been insightful with some great speakers. I’ve learned quite a lot. I’ve met some really interesting people and I’m really impressed by the diversity of people that are coming here. So, I was just on a panel with somebody from Zopa, which is where I used to work. I also met somebody in the audience who came from Lloyd’s, which is where I worked about 15 years ago. So, it’s great to see that this ecosystem being brought together at FTS.”

                  Learn more at iwoca.co.uk

                  About iwoca

                  Fast, flexible finance empowers small businesses to manage their cash flow better and seize opportunities – making their business and the economy stronger as a whole. At iwoca, we do just that. We help businesses get the funds they need, when they need it, often within minutes. We’ve already made several billion pounds in funding available to over 100,000 businesses since we launched in 2012 and positioned ourselves as a leading Fintech in Europe. Our mission is to finance one million businesses. We’ll get there by continuing to make our finance ever more relevant and accessible to more businesses by combining cutting-edge technology, data science and a 5-star customer service.

                  • Events
                  • Neobanking
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  6 August 2025

                  Estimated Read time

                  6Mins

                  Read in brochure format

                  FinTech Strategy speaks with Jonas von Oldenskiöld, Head of Partnerships at Qover, about the future for the insurance industry

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At Financial Transformation Summit, Jonas von Oldenskiöld, Head of Partnerships at Qover, spoke on a panel (alongside peers from Davies Group, Accenture, Superscript and YuLife) entitled ‘Bridging the Gap: How InsurTech is Reinventing Traditional Insurance Processes’.

                  Following the panel, we spoke to Jonas to find out more…

                  Hi Jonas, tell us about your role at Qover?

                  “I’m the Head of Partnerships at Qover. We are focused on embedded insurance. We try to enable that for a lot of different players in the markets. Everything from motor insurance, SMEs, going the whole way down to simple things like classes[1]  such as travel, trying to be the enabler between the typical risk carrier and the distribution platform.”

                  You spoke on a panel at the Summit about InsurTech innovation. Give us an overview of your thoughts…

                  “It was a very interesting group of people on the panel coming from different angles across the industry. And the key things for me were around where InsurTech needs to go now and how it enables insurance companies at this point in time. The common understanding was that we, the InsurTechs, come from being disruptors to being more of a force into them where we can plug in and help them to change a little bit the behaviours that are currently going on. Being that catalyst in the organisation and helping them to drive innovation. Because I think a lot of large organisations have realized that innovation cannot be driven by a single hidden team somewhere, it needs to be driven from a business perspective.”

                  Why is this an exciting time for Qover?

                  “I think there are many reasons. Of course, you cannot be at an event like this without speaking about AI and the opportunity that gives to us. Also, we’re seeing a generational shift. The industry needs to get ready to service a completely different type of customers going forward and that will drive a lot of exchanges we’ll see in the next couple years.”

                  “I think a key one is to be able to navigate the future role of AI regulation. That will be very interesting to see what opportunities are there and what opportunities would be possible to use. More importantly, I think it is taking data from something, using data from something that is good to have, to really put it in the forefront of the operation to start planning your business process from a data perspective. This is the data that we need to have in order to deliver a good product rather than having data as the outcome of the whole process. You have set up and try to do something from that perspective. So, we need to turn the table on that.”

                  What other pain points your customers are experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?

                  “They particularly need help with the UX and how to deliver the product. I think the underlying product itself doesn’t change so much, but it’s a lot about the delivery, making sure that it actually does get delivered at the point in time that we like to call events driven. So, for us it is distributing insurance when you have a life event, if that is having a child, buying a car, buying a house or whatever it might be, data can help us to drive that. So, for us it’s very much around the delivery rather than the product underneath.”

                  Tell us about a recent success story…

                  “We’re very proud that we now have several new motor programmes in place where we have been working with large motor organisations that have realized that they’re not only selling a car, they’re selling a means of transportation and convenience, which also then includes insurance across that whole journey. We recently announced partnerships with both Volvo and BMW. And we have more in the pipeline. So, I think that has been a great success where large established industries have realised they need to go further in order to have that UX design.”

                  What’s next for Qover? What future launches and initiatives are you particularly excited about?

                  “In 2025, our focus is on expanding into more new verticals. We are involved in driving that engagement to see where we can expand. We started traditionally with a lot of the travel organisation and bike providers. We’re now working with neobanks[2] , traditional banks and the motor industry. I also see more opportunities in areas like utilities, in SME supporting functions, everything from accountancy to data provision and being a software provider. These expansions will be the goal over the next 24 months.”

                  Why do you think the evolution of collaboration between industries and InsurTechs is set to continue? What are you excited about?

                  Partnerships is one of the key things changing the insurance industry. We still have some very large players around. They’re fulfilling their function, and they do it very well. But in order for them to adapt into the new situation, partnerships are important. You always need to be able to work at scale, which is important for them. Of course, with a partnership you lose a little bit of control compared to acquiring something or developing it yourself. But on the other hand you win on the speed to market and potentially also on the cost side. So, for me, the winners will be the ones that can handle partnerships in the right way. And at the end of the day, a partnership is a relationship. You can have as many contracts as you want, but it comes down to people.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Qover?

                  “We get a lot of good feedback and the great thing with events like this is that you have the chance to do networking both informal and formal. You’re having a formal agenda but also have a chance to rotate around. I always make sure to join the sessions and round tables. It has been interesting to speak to peers across the industry. It’s a good way of getting away from the desk and finding some new inspiration.”

                  Learn more at qover.com

                  About Qover

                  Embedded insurance orchestrators… We’re creating a global safety net with insurance,

                  empowering people to live life to the fullest.

                  Qover was founded in 2016 by Quentin Colmant and Jean-Charles Velge. From the very beginning, our co-founders had a clear vision of the future of insurance: a simple, transparent and accessible service across borders.

                  Through embedded insurance, we can create a global safety net that protects everyone, everywhere. To that end, our embedded insurance orchestration platform enables any company to harness the power of technology to embed insurance as a native component of or add-on to their core product or service.

                  In doing so, embedded insurance becomes a powerful tool for businesses to enrich their value proposition, enable their success and care for their community.

                  • Events
                  • InsurTech
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  5 August 2025

                  Estimated Read time

                  6Mins

                  Read in brochure format

                  FinTech Strategy meets Vikki Allgood, Director of Technology Strategy at Fidelity, to discuss the fundamental importance of culture in driving a successful business transformation

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At Financial Transformation Summit, Vikki Allgood, Director of Technology Strategy at Fidelity International, gave a keynote speech entitled ‘Psychological Safety – The Hidden Key to Transforming Your Business’. Following her appearance, we spoke to Vikki to learn more…

                  Hi Vikki, tell us about your role at Fidelity?

                  “I am Director of Technology Strategy for Fidelity. We’re looking at how we can ensure we can adapt our response to our business’ needs through our technology to meet whatever demand is coming over the horizons tomorrow. And in the years to come.”

                  You spoke at this Summit about psychological safety driving business transformation. Tell us more…

                  “At Fidelity, our strategy for our technology has culture as our foundational pillar. Talking with our leaders over the last 18 months, we looked to understand how we can create a brilliant culture, recognising that psychological safety is a fundamental element in that.

                  “Transformations often stumble because the business plan forgets its most volatile, and most valuable component, the people asked to deliver it. Without psychological safety, even well‑funded and organised programmes stall. Teams focus more on protecting themselves instead of challenging ideas. That’s when the risks remain hidden until it’s costly, and the collective new ideas to solve the biggest challenges are never formed. That’s why we ask leaders to invest time and energy in building a culture where it’s safe to question, experiment, challenge the status quo and admit what’s not working. In that environment the behaviours every transformation depends on (curiosity, creativity, problem‑solving, healthy challenge) all naturally emerge.

                  Psychological safety isn’t some new trendy HR slogan, it’s a timeless basic human need wired into our biology through millennia of evolution. When people sense social threat, the amygdala floods the body with cortisol and the prefrontal cortex (the part of our brain we rely on for reasoning, innovation, etc.) literally dims. Remove the threat, and the brain’s chemistry flips, dopamine and oxytocin rise, and teams move from cautious compliance to bold collaboration. Leaders must ask themselves if their teams can lean in and challenge effectively or if they are staying quiet to protect themselves. The hidden key is simple, but non‑negotiable, leaders must consciously, relentlessly and courageously build psychological safety through everything they do and say. If they do that, then your technology and transformation plans will have the human engine they need to succeed.”

                  Why is this an exciting time for Fidelity?

                  “I think that within the industry, all the opportunities that are coming along, and our ability to adapt to our customers’ needs, is what makes it exciting. We are all on an exponential curve of change. Technical possibilities, customer expectations, regulatory demand, industry landscapes, are all going to keep moving, with new challenges and opportunities presenting themselves. We are ensuring that we can meet those needs of our customers both today and tomorrow. Finding new ways to do that is pretty exciting.”

                  “So, from a technology perspective, I would say that we are making sure that all our foundational elements are there so that we can respond and adapt. One of Fidelity’s differentiators is that we have historic long running relationships with our customers. We are reintegrating our data strategy to allow us to better leverage this, in addition to market data, allowing us to provide personalised solutions to our customers.

                  “AI is absolutely generating a buzz for us right now as well, and not just Generative AI. We’re seeing a push towards Agentic AI and how we can look to provide faster, quicker, more cost-effective services for our business partners who can then provide better outcomes for our customers. This in combination with our long-standing history gives us a unique opportunity.”

                  What pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?

                  “We need to understand the new generations entering the wealth space and what their expectations are and how they engage with us. We’re looking to ensure we can keep pace with their demands. For example, we’ve just launched Pay by Bank allowing our customers to pay money into their accounts in a faster more secure way. This feature leverages the Open Banking Technology that is now available to financial institutions.”

                  Tell us about a recent success story for Fidelity…

                  “Across the technology landscape, we have been amplifying our existing cloud strategy by removing complexity in our hybrid setup, reducing the number of dependencies back to on-premises. This is a well-known challenge for financial institutions who have regulatory reasons to have highly confidential systems in house. This will allow us to respond at pace to what customers need. Looking a couple of years down the line nobody can be sure what the next big opportunities are going to be, so ensuring we’re building that foundation to respond to what comes over the horizon is fundamental.”

                  What’s next for Fidelity? What future launches and initiatives are you particularly excited about?

                  “Security is incredibly important to us. With that in mind, we are exploring Quantum to understand both the opportunities and risks that it could present in the future and how we can stay at the forefront of it. Ensuring a secure and reliable service for our customers is an absolute non-negotiable part of our strategy.”

                  Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?

                  “I think the reality is that we need the collective mindsets to come together to create the best outcomes. We’re never going to have all the answers all by ourselves. So, starting to engage and work with people and collaborate means that we get to have a better, wider perspective. Coming to events like this, we get to learn, understand what other industries are doing, what other areas are looking at, and it helps to widen our perspectives and have more opportunities to find those out of the box ideas that are going to then help our customers.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Fidelity?

                  “I was particularly keen to attend this conference because I think transformation and how we can do this successfully is so important at the moment. The reality is, sadly, and I covered this in my talk, a staggeringly large number of transformations miss the mark or fall short. And so, learning and embracing how you can ensure that you go after it and you get the value that you’re aiming for, that is for me what’s important. As I said, getting that learning, talking to each other, understanding what’s worked, what hasn’t worked and sharing tips and techniques is actually incredibly powerful and something you can then take back and use at your organisation.”

                  Learn more at fidelity.co.uk

                  About Fidelity

                  It has been more than 50 years since we were founded. We’ve seen many market cycles – bull and bear, boom and bust. We have stayed the course through different investment environments regardless of market performance.

                  The needs of our customers have always steered our decisions, which is why we’ve stuck to our core activity of investing. We believe this is what allows us to excel – and, even more importantly, to repay the trust placed in us by our customers.

                  Whether you’re investing for the first time, or have a wealth of experience, it’s essential to be informed and to be comfortable with your decisions. Through Trustpilot, you can read up-to-the-minute, real-world reviews and see for yourself how Fidelity aims to put the customer first and make investing a bit easier.

                  Our do-it-yourself online services give you 24/7 access to our investment guidance, handy tools, and range of accounts from your computer, tablet or phone. Transfer your existing investments to us, or open a new account online and begin investing in just a few steps.

                  • Artificial Intelligence in FinTech
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  4 August 2025

                  Estimated Read time

                  8Mins

                  Read in brochure format

                  FinTech Strategy met with Standard Chartered’s Head of Digital Assets – Financing & Securities Services, Waqar Chaudry, at Money20/20 Europe to discuss how the bank is connecting traditional with digital, collaborating with FinTechs directly and via SC Ventures, and taking a measured approach to entering the crypto market

                  Money20/20 Europe Exclusive

                  There is a buzz in the air at Money20/20 Europe. Waqar Chaudry, Head of Digital Assets – Financing & Securities Services at Standard Chartered, has just spoken on Mastercard’s Horizon Stage about the great digital assets opportunity. We meet up with him at his bank’s stand in the heart of the action at the Amsterdam RAI Arena.

                  Waqar works in custody to secure digital assets at Standard Chartered. It also has a fund accounting business and offers transfer agent services. “The financing in the Financing & Securities Services elements are in our FX Prime offering,” he explains. “At the moment my sole focus is on crypto custody, tokenisation and building an ecosystem around those products.”

                  The Rise of Digital Assets

                  It’s an exciting time for Standard Chartered with crypto custody and the rise of stablecoins and tokenisation… Whether the asset is Bitcoin, a tokenised money market, or anything tokenisable, there have been a lot of conversations with the bank’s partners in terms of the technology quest.

                  “Most of the conversations historically have been led by the fact that technology does give you the capability to do 24/7 trading and settlement. Risk management from the technology side is much better. The blockchain dream is sold to everyone, which remains true,” notes Waqar. “The issue has been that on the business side, tackling the areas that actually can work with this technology. You have your near instant settlement availability on blockchains. On the other side you have a T+1 or T+3 cash settlement time – that doesn’t gel very well.

                  “Entrenched in the day-to-day business of these really large institutions is to be able to inject a new piece of technology. And then suddenly say, hey, all these things are solved. For all the inefficiencies in the system it doesn’t work that quickly. We’re actually taking one step at a time. That’s why it’s exciting that we can see in five or ten years from now what the world will look like. Basically, in our vernacular that means we have near instant settlements and near instant international transfer of value. So, that’s the kind of stuff that we are really interested in for the future.”

                  Meeting the Blockchain Challenge

                  Waqar explains that when something like a blockchain comes into a traditional bank, and especially blockchains like the ones that support an asset like Bitcoin, you don’t know who the counterparties are (which are clear on the SWIFT network).

                  “You have to build capability from a technology side, operations side, risk management side,” he continues. “You need to develop the governance of all those functions to be able to get the value of the asset in the ecosystem. And then be able to add value to that to transact on it. We don’t yet have those ingredients, so it becomes very challenging for us to accept the assets. A lot of the work that the bank has done over the past five years has been around embedding those elements into our day-to-day operations. It’s about understanding the risk profile of the coins and understanding the risk profile of the blockchains.”

                  Waqar’s team works on how to protect the ecosystem from risks from both an AML and KYC point of view. “We’re also making sure that by doing that we don’t create such a burden to the client that the service becomes useless,” he adds. “We’re trying to balance that out and that’s where the challenges lie at the moment. The next stage is to also be able to integrate all of our traditional cash and assets rails into this. And that’s where the next level of risks will come in… Where people are not used to seeing things on the blockchain… They are used to seeing things on the SWIFT network or a CSD. But when the blockchains come in, profiles will change and that’s where we have to meet the challenges.”

                  Traditional Meets Digital

                  For an asset manager with a variety of equities and bonds, but keen to start in crypto and other digital assets, the rails are very different… “The liquidity venues and the way you settle the instrument are very different. And they don’t naturally talk to each other,” confirms Waqar. “It’s a big challenge. But to be able to go with the provider that has all the capabilities, which includes the cash side, the asset side, the crypto side and the blockchain side, is something people are looking for now. Without having the end-to-end picture, it would be very difficult for our clients to have an equitable strategy for their clients. We need to be able to service them appropriately based on the rails they operate in.”

                  For Standard Chartered’s clients it’s increasingly important for payments to facilitate activity on-chain regardless of the use case of digital assets. “There is a key challenge with payments at the moment. If you do transfer value across geographies or between B2B and B2C, what do you do with that value afterwards?” asks Waqar.

                  “Are you going to keep it on the books for your treasury or account purposes or are you going to find a way to liquidate the position to pay your employees or pay your service provider? Without the capability to store the asset appropriately and then convert it into a usable form, you can’t do much with it. The only thing you can do is actually transfer value. So, for us what’s important in payments is that we get the transfer value happening immediately. Or as quickly as possible. And then also connect our payment infrastructure and the banking behind. We aim to support the transfer of value from a digital asset into an actual cash asset.”

                  Building on Success

                  Standard Chartered’s work with OKX in Dubai has spurred demand the bank didn’t expect. “The key ingredient is that a really large crypto exchange has come together with a really large bank,” reasons Waqar. “When you combine the product features of a large bank like ours with the liquidity of OKX it creates a unique proposition in the market. The traditional players have started to show interest in that because now they can buy diverse assets, pledge them as collateral and start trading while the assets remain safe in a genuine large institutional bank. And at the same time, they also have access to a highly regarded institutional exchange. That story is for us quite important and we’re fostering these relationships more and more…”

                  It’s been a real success story for Standard Chartered on the money market fund side which is also connected to what the bank is doing on the collateral side. “Money market funds are used to gain value and have an asset that does generate yield on the one side, but also the capability to use the asset as collateral is important,” adds Waqar.

                  “The money market fund that we launched for China Asset Management in Hong Kong, albeit it’s a retail use case for a start, but then the ambitions are big. The next thing is how do we start using that same asset for pledging for trading purposes and then how do we inject that into a portfolio basket of assets that people buy? At Standard Chartered, we aim to create a supermarket of tokens in a centralised ecosystem. So, our collateral story and the tokenised money market funds is connected, and we want to continue building around it. We’re thinking about other assets now too… We’re looking at equities, bonds and enabling more cryptocurrencies in the same ecosystem as well. It’s just the start of all the things we need to build in the future.”

                  Why Money20/20?

                  “This is my first time coming to Money20/20 Europe. Digital asset companies are here alongside financial services and related FinTechs. It’s great that they’re able to talk to each other and it’s quite evident there are lots of great meetings happening. There are many companies here we are either supporting or we’re working with. We’ve also had meetings with UK government representatives geared to attracting talent into the country. They’re trying to make sure that their FinTech ecosystem grows quite significantly for us in the UK and for other footprint markets in Asia; Middle East and Africa are also quite important in how we do that and continue to grow.”

                  The Evolution of Collaboration between Banks and FinTechs

                  Standard Chartered is also working in harmony with its ventures partner SC Ventures. The bank is working closely with Libeara for tokenisation and with Zodia Custody as Saas. “Our core institutional bank and our Ventures business are quite tightly coupled from that point of view,” says Waqar. “And it’s quite obvious that the reason for that is how we’ve made significant investments into them. We’ve given part of our DNA into this ecosystem and now, at the bank, they’re building the ecosystem around these capabilities, so we’re keen to bring them in and use their solutions for our services as well.”

                  Standard Chartered may be a traditional bank but it is a seasoned collaborator with innovative FinTechs. “They need traditional services too,” reasons Waqar. “Once they get to a critical mass, a FinTech may not have the bandwidth to manage certain client sizes. By partnering with some of the FinTechs, we’re seeing that once a certain size of a client comes in, they prefer to work with a large institution like ours. So, that partnership is proactively managed as well from our side. From our ventures side, bringing their innovative approach to product development and technology into the bank, building the ecosystem around risk management and governance from the bank side and then connecting into the FinTechs outside of that ecosystem is something I think is quite an interesting proposition for us. We’re going to keep building on top of that.”

                  Standard Chartered – Financing & Securities Services

                  Promoting your future in global securities

                  We’re ready to help you flourish in emerging and frontier securities services markets

                  In today’s fast-moving markets, especially  across Asia, Africa and Middle East, success isn’t just about the solutions you choose – it’s about the partnerships you build.

                  Standard Chartered has been committed to these regions for decades. We understand both the promise and challenges. That’s why we go beyond delivering end-to-end custody, fund, and fiduciary  solutions – we actively help shape the markets themselves.

                  By working with local governments and industry associations, we bring you early insights and access to new opportunities. Partnering with leading asset managers, fintechs, and infrastructure providers, we connect you to the best of the industry, via a single partner. Because in a world of complexity, collaboration is your greatest advantage.

                  Learn more at sc.com/en/corporate-investment-banking/financial-markets/financing-and-securities-services/

                  • Blockchain & Crypto
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  1 August 2025

                  Estimated Read time

                  5Mins

                  Read in brochure format

                  FinTech Strategy meets Ishtiaq M Ahmed, Senior Product Manager – Emerging Tech, Innovation & Ventures at HSBC, to learn more about the future of payments – real-time, cross-border and beyond

                  Financial Transformation Summit 2025 EXCLUSIVE

                  At the Financial Transformation Summit 2025, Ishtiaq M Ahmed, HSBC’s Senior Product Manager, for Emerging Technology, Innovation & Ventures, joined a panel with J.P. Morgan, Revolut, Lloyds and EY to explore how real-time payments, embedded finance and global collaboration are shaping the future of financial services. How are real-time payments reshaping banking infrastructure? What are the regulatory challenges for cross-border payments? How can banks compete with FinTechs in the rapidly evolving payments space? How are digital wallets and mobile payment platforms changing consumer spending behaviours?

                  We spoke with Ishtiaq after the session to explore what drives HSBC’s approach to innovation, how customer expectations are evolving, and why trust remains at the core of transformation.

                  Hi Ishtiaq, tell us about your role at HSBC?

                  “I work on Global Product within HSBC’s Emerging Technology, Innovation & Ventures team. Our focus is to deliver next-generation propositions, particularly across payments, embedded finance and frontier technologies. We work on horizon 2 and 3 initiatives, with a view to turning emerging ideas into viable, scalable solutions. The goal isn’t just to experiment. It’s to test, validate and shape innovations that will help us serve customers better and redefine how financial services operate in the years ahead.”

                  It’s a transformational time for payments with the rise of open banking and a national vision for the UK. Give us your overview…

                  “Payments is possibly the most loved area by both FinTechs and banks. A lot of what is happening in payments, it’s where a lot of meaningful innovation is already landing. It’s no longer theory or ideation, its practical and accelerating. The UK’s National Payments Vision is ambitious, and rightly so. But ambition needs alignment. We need stronger collaboration between Banks, FinTechs, Regulators and infrastructure service providers. This journey will take time and coordination. It’s more a marathon than a sprint, and we’re only just getting started.”

                  Why is this an exciting time for HSBC?

                  “Simply because the way technology has penetrated our lives and the influence of technology on how banking is evolving are very closely knitted. Technology is no longer on the edges of banking; it’s embedded in every customer interaction.”

                  “The shift towards alternative payment methods is one I feel strongly about. For decades, the path was linear: cash to cheque to card. Now, we’re entering a new chapter. Pay by Bank, or direct account-to-account payment, is gaining traction. Some regions have already scaled it. In the UK, it’s about to accelerate. This trend will unlock lower costs, faster movement of money and better control for users. It’s not just about technology. It’s about user experience and future-ready infrastructure.”

                  What other pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?

                  “I think for customers it’s very simple. As a customer myself, I look for speed, ease, and simplicity in everything that I do. That’s universal. But what makes it complex today is the influence of AI, automation and data. People want innovation, but not at the expense of trust. So, while we innovate, we keep trust as the anchor. The real test is whether customers can do more, faster and easier, while still feeling their money is protected and their experience is safe. That’s the balance we aim to strike.”

                  Tell us about a recent success story…

                  “We’re particularly proud of the work we’re doing on embedded payments. The goal is to make payments feel invisible – integrated into the environment the customer is already in. Whether that’s a retail website, a social app or a business platform, customers shouldn’t have to toggle across apps to complete a payment. We have already launched products in this space, and we’re continuing to build. It’s about making banking ambient – present where the customer is, not where the bank wants them to be.”

                  Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?

                  “FinTechs bring urgency and imagination. Banks bring trust, infrastructure and scale. The opportunity is not in competing, but in co-creating. We have seen some encouraging partnerships, and we’re still working at the surface level. There’s a much deeper layer of value if we can move beyond tactical deals into genuine joint innovation.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for HSBC?

                  “Events like this are important because they bring together different voices with a shared interest in shaping the future. What stood out to me is how open the audience and panellists are to challenging ideas and exploring new perspectives. These are places where real conversations happen; where you meet regulators, banks, FinTechs and enablers all under one roof. It’s these intersections that move the industry forward.”

                  Learn more at ventures.hsbc.com

                  About HSBC Emerging Technology, Innovation & Ventures

                  HSBC Emerging Technology, Innovation & Ventures team is a global group of technologists, data scientists and venture specialist dedicated to shaping the banks future capabilities. Our goal is to deliver world class digital-first banking across HSBC’s global footprint.

                  Our mission is to drive meaningful innovation across the organisation by identifying and unlocking opportunities that enhance customer experience, improve operational efficiency and embrace disruptive technologies.

                  Our approach is rooted in experimentation, rapid prototyping, continuous iteration. By working closely with both internal and internal partners and external collaborators, we test and refine new ideas, prioritising solution that are scalable, impactful and aligned with the needs of our customers.

                  We actively partner with leading technology firms, FintTechs, academic institutions and policy makers to stay at the forefront of digital innovation and accelerate time to market.

                  By combining the scale, trust and resilience of HSBC with agility and mindset of a tech start-up, we aim to nurture transformative ideas, drive strategic innovation and shape the future of banking.

                  • Digital Payments
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  31 July 2025

                  Estimated Read time

                  7Mins

                  Read in brochure format

                  FinTech Strategy speaks with Matt Bazley, Account Executive at Hyland, to explore how the content intelligence and process automation specialists are helping to drive operational efficiencies for their financial services clients

                  Financial Transformation Summit 2025 EXCLUSIVE

                  Hyland empowers organisations with unified content, process and applications intelligence solutions, unlocking the profound insights that fuel innovation. The Hyland team was at Financial Transformation Summit to reveal the ways organisations can transform their processes with the Hyland Content Innovation Cloud™. By combining AI-powered automation with built-in integrations to productivity tools and business applications, Hyland streamlines workflows across multiple channels, accelerating response times, boosting productivity and improving customer satisfaction.

                  At the event, Neil Rayment, Sales Solution Engineer, demonstrated the intuitive end-user experience and showed how easy it is to configure, tailor and deploy solutions that can empower key stakeholders across any business. We spoke to Hyland’s Matt Bazley, Account Executive for Financial Services, to find out more…

                  Hi Matt, tell us about your role at Hyland?

                  “I’m the Account Executive responsible for banking across the UK and Ireland. I’ve been with the company for just over 18 months. Across my career, I’ve been helping financial services institutions for over 15 years with digital transformations and various programmes.”

                  What are the key digital transformation solutions Hyland offers Financial Services organisations? How are they making a difference? What are some of the use cases you’re exploring?

                  “Hyland is at the cutting edge of the content space. We have what we call our Content Innovation Cloud, which is delivering content intelligence, process intelligence and application intelligence. What that means in reality is that we’re helping organisations get access to their content that they don’t currently have access to because it’s spread over many siloed systems and sat in an unstructured format. So, with our content and intelligence, we’re able to get access to that unstructured data, which is around about 80% of an organisation’s data in the financial services sector. And we’re able to then provide knowledge and insight on that content, which helps organisations to make better strategic decisions. Allied to that, with this process intelligence, we’re able to help automate processes across the business. Whether it be orchestrating use cases and workflows or integrating with other systems to deliver application intelligence, we’re able to manage that whole end-to-end life cycle of information across an organisation.”

                  Why is this an exciting time for the business?

                  “We’re excited because our strategy is really leading the way. We’re leveraging large language models (LLMs) and AI to be able to deliver these real-life use cases that solve actual challenges. A lot of the time AI projects fail because businesses are trying to implement AI that isn’t actually a solution solving a problem. Whereas the AI we’re using is to actually solve a real-life challenge that businesses face because they want to be hyper-personalised for customers and more customer-centric. And you can’t really do that if you’re only leveraging 20% of the data you hold about your customers. And that’s why getting access and insight around this unstructured data is really vital for financial services organisations right now. We are able to help them leverage that unstructured data and meet them where their data is at. So, it’s not a case of having to migrate all of that data into different platforms or into our platform. We confederate across your information wherever it’s held as a financial services organisation; and that’s really a game-changing position for us and for the industry.”

                  “AI is the big one. Although it is a bit of a buzzword that everyone’s mentioning nowadays, we’re actually delivering AI solutions to solve problems that businesses face. And that’s one of the real trends in the industries. Most AI projects fail, and companies want AI projects that succeed and deliver real value. The other thing we’re seeing is the rise of hyper-personalisation as part of being really customer-focused and customer-centric. Again, by helping businesses leverage that 80% of information around their customers that they don’t currently have access to, and provide insights on that information, we’re helping those organisations to become really specific and personalised in their dealings with their customers.

                  “The final piece is around data and governance. So, security around our data as customers, because we’re all consumers at heart and want to know that our information is secure. Using best-in-class processes around security and governance is what we’re really focused on. And that’s a real trend in the market as well. We’re making sure that while we’re leveraging that information about customers, we’re keeping it safe and only using it for what it’s intended for and making sure the processes and governance around that information are really robust.”

                  What other pain points are clients in the FS space experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?

                  “The one big one is the siloed information across multiple systems as part of digital transformation strategies. Over the years, I’ve seen many businesses implement point solutions. They might be best-in-class point solutions… But that means you end up with information and data and processes across 10, 15 or 20 systems. How do you then unify that data and leverage it to make the user journeys more effective? And also the customer journeys better, whatever channel those customers are using?

                  “What we see is that while trying to be omnichannel for their customers, organisations end up with multiple solutions. One for their mobile app, a solution for their website, a solution for in-branch banking… So, you end up with omnichannel processes that are actually siloed processes. What we are trying to help businesses do is to unify those processes. We can break down those silos and make it a really seamless, integrated journey internally and externally for colleagues and customers.”

                  Tell us about a recent success story …

                  “A great example is our work with ABN AMRO – a bank that is one of our longstanding and valued customers. They were looking for a solution because of this very challenge. The bank had multiple siloed systems holding a lot of information and a very complex architecture. They went to market and Hyland was able to prove our solution was able to manage the sheer volume and complexity of the information and content that they had. And most importantly we were able to help them integrate with their line-of-business systems very easily to create that seamless internal/external journey for both users and customers.”

                  What’s next for Hyland? What future launches and initiatives are you particularly excited about?

                  “It’s all about continuing to grow for us. With the Content Innovation Cloud, the reception we’ve received from the market, from our customers, has been absolutely tremendous. Businesses are so excited to see the ability and capability of what we’re able to do. And what we’re able to deliver for them in terms of real value through the Content Innovation Cloud. We’ve got customers onboarded already. It’s now about expanding that list of customers who are going to see real value from leveraging the cloud, our AI solutions and driving efficiencies with our content process and application intelligence across their businesses.”

                  Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?

                  “Across the market over the last 15-20 years the banks are starting to see FinTechs more as allies than competitors. And they’re leveraging these technologies rather than trying to challenge them. I think that’s going to continue because FinTechs are far more agile. And as customer expectations continue to evolve and become more demanding, banks need to evolve and deal with these demands more effectively and more fluidly. And that’s why leveraging FinTechs is going to be a key differentiator over the next 10 years. That trend is going to continue where banks and FinTechs work together and collaborate rather than challenge each other.”

                  Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Hyland?

                  “It’s my fourth year coming here with a couple of different companies and I always find this event really valuable. Not only to obviously promote our products and our brand… But to speak to key decision-makers and peers across financial services. We aim to learn from them about whether the challenges we perceive as a vendor are seen by them as a customer. We will continue to learn and evolve our business around key market challenges. Hyland can then focus our solutions around the real-world problems our peers are seeing across financial services. Coming to this event is a great way to meet as many people as possible. And just really enjoy having those meaningful conversations with leaders in the financial services sector.”

                  Learn more at hyland.com

                  About Hyland

                  Hyland puts your content to work, making it smarter and more accessible in the moment of need.

                  Hyland’s content, process and application intelligence solutions empower customers to deliver exceptional experiences to those they serve. The solutions capture, process and manage high volumes of diverse content, helping you improve, accelerate and automate operational decisions and workflows.

                  3 Core enterprise content management solutions

                  20+ Distinct product offerings

                  1,000s of ways to transform the way you work

                  • Artificial Intelligence in FinTech
                  • Events
                  • Together in Events

                  Author

                  Dan Brightmore

                  Published

                  Estimated Read time

                  4Mins

                  Read in brochure format

                  Our cover star Rebecca Fitzgerald, Director of Data & AI at Yorkshire Building Society, reveals a digital transformation journey meeting…

                  Our cover star Rebecca Fitzgerald, Director of Data & AI at Yorkshire Building Society, reveals a digital transformation journey meeting customers, wherever they are.

                  Read the latest issue of FinTech Strategy here

                  Yorkshire Building Society: Data, AI & Inclusive Leadership

                  Our cover story focuses on the data revolution taking place at Yorkshire Building Society (YBS)… Navigating this journey of change is Director of Data and AI, Rebecca Fitzgerald. Her ambitious vision is to transform the 160-year-old mutual through ethical, human-centred data strategies and AI innovation. In a rapidly evolving digital landscape, she aims to ensure YBS does not just keep up but leads from the front.

                  “I’m accountable for developing and implementing strategies to enhance data-centricity and drive value from data and AI for our customers and colleagues,” Rebecca states. This directive is grounded in strong governance, positive data culture, and the empowerment of people through data literacy and technological upskilling.”

                  Tyme Group: Scalable Global Digital Banking

                  Dietmar Bohmer, Chief Analytics Officer at Tyme Group, on operationalising innovation, cultivating a culture of empowerment and driving transformation from the inside out…

                  “It’s been wild ride from a technology point of view,” admits Dietmar… Today, that foresight is paying off. The cloud-native architecture has provided Tyme with the elasticity, resilience, and speed it needs to support its rapid growth across emerging markets. “With each new deployment, the organisation has evolved and refined its technological foundation,” notes Dietmar. “When the time came to launch GoTyme Bank in the Philippines, lessons learned from the rollout of TymeBank in South Africa enabled the team to rethink and redesign their stack, optimising for scale, performance, and localised feature delivery.”

                  ČSOB: A Digital Transformation Journey

                  ČSOB Slovakia is undergoing a major transformation aimed at future-proofing its technology, enhancing customer experience, and reinforcing its leadership in digital banking. Under the stewardship of its CIO Ludek Slegr, the bank’s IT team is navigating a major upgrade of its responsibility, overhauling core IT systems and implementing agile methodologies to meet its strategic goals. At the heart of this transformation is a focus on delivering value through technology, supporting people development, and fostering sustainable innovation.

                  “The next step for digital-first is continuous improvement of straight-through processing ratio, i.e. reducing involvement of manual work in our processes.”

                  Money20/20 Europe

                  FinTech Strategy also reports from the conference floor at Money20/20 Europe in Amsterdam. Bringing together the world’s leading innovators, institutions, investors, and influencers from across the FinTech and financial services spectrum, more than 8,000 delegates from over 2,300 companies were in attendance… We sat down with Standard Chartered’s Head of Digital Assets – Financing & Securities Services, Waqar Chaudry, to discuss how the bank is connecting traditional with digital, collaborating with FinTechs and taking a measured approach to entering the crypto market. And we spoke with Veritran’s CMO, Jorge Sanchez Barcelo, to find out more about the tech firm’s partnership with Manchester City which is reimagining CX to create a frictionless digital experience for fans.

                  Financial Transformation Summit

                  The Financial Transformation Summit at London’s ExCel is one of the most immersive and interactive events in the financial services calendar. As a media partner, FinTech Strategy took the temperature of industry innovation at our stand with on camera hot takes from the tech leaders pushing the boundaries at Hyland, Fidelity, HSBC, Citigroup and more…

                  Also in this issue, we keep you up to date with the key FinTech events across the globe; and read on for more insights from InsurTech disruptors Qover, lending innovators iwoca and investment experts Eastern Horizon…

                  Read the latest issue of FinTech Strategy here

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto
                  • Cybersecurity in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • InsurTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  28 July 2025

                  Estimated Read time

                  3Mins

                  Read in brochure format

                  Our cover story charts the rise of RAKBANK in the UAE driven by agile practices and a people-first culture delivering…

                  Our cover story charts the rise of RAKBANK in the UAE driven by agile practices and a people-first culture delivering banking with a human touch.

                  Read the latest issue of FinTech Strategy here

                  RAKBANK: A Banking Transformation in the UAE

                  Our cover story explores the digital transformation journey of RAKBANK in the UAE. Head of Digital Transformation, Antony Burrows, reveals the agile practices, enterprise-wide enablement and people-first culture delivering digital banking with a human touch.

                  “Culture is the cornerstone,” Antony stresses. RAKBANK codifies this into its Four Cs Framework – Connect, Communicate, Collaborate and Celebrate. “Here in the UAE, banks are pivoting from a model of ‘we know everything’ to recognising that one of the best ways to deliver continuous change and value to customers is through partnerships with startups and FinTechs. It’s no longer banks versus startups – it’s banks and startups, working together for the customer. This shift is especially meaningful as banks expand beyond traditional services to focus on customers’ broader financial lives.”

                  MTN MoMo: Empowering Africa Through FinTech

                  Hermann Tischendorf, Chief Information & Technology Officer at MTN MoMo (the telco’s mobile money division) reveals a bold roadmap for leveraging FinTech to drive financial inclusion across the African continent.

                  “MoMo is comparable in monthly active users to some of the top ten FinTechs globally. We’re playing in the same league as Revolut or Nubank – but in much more complex markets,” notes Hermann. “Access to financial services is fundamental. Without it, people are excluded from the global economy. Our services are the equaliser allowing individuals in frontier markets to participate in trade, store value, and ultimately improve their quality of life.”

                  Republic Bank: Building a Digital Bank

                  Republic Bank has been serving customers via its branches for over 185 years and now serves 16 different countries across the Caribbean and beyond. It’s “a regional bank with a growing global reach,” explains Group Chief Information & Digital Transformation Officer, Houston Ross.

                  His team is building a digital bank during a Year of Delivery and Accountability (YODA). “When we talk about digitalisation it’s a journey that never ends. And product is the vehicle to make sure we’re continuously improving.This is our digital pathway and we have to change minds in terms of going beyond the challenges to achieve what’s possible with the right frameworks, tools and processes for our people to serve our customers.”

                  Also in this issue, we keep you up to date with the key FinTech events across the calendar and read on for insights from Lloyds Banking Group, Recorded Future, AAZZUR, Ayre Group, Marqeta, SCOR and TerraPay.

                  Read the latest issue of FinTech Strategy here

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto
                  • Cybersecurity in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • InsurTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  25 July 2025

                  Estimated Read time

                  4Mins

                  In today’s digital economy, finance is no longer confined to banks. Thanks to embedded finance, financial services are being integrated…

                  In today’s digital economy, finance is no longer confined to banks. Thanks to embedded finance, financial services are being integrated directly into non-financial platforms. This allows customers pay, borrow, insure, or invest without ever leaving the app they’re using. For businesses, embedded finance unlocks new revenue streams and deeper customer engagement. In 2025, here are five of the top FinTech solutions leading this revolution.

                  1. Stripe Connect – Embedded Payments Infrastructure

                  Stripe has become synonymous with online payments, but Stripe Connect takes it further… It enables platforms like marketplaces, SaaS apps, or gig platforms to onboard sellers, manage payouts, and handle compliance seamlessly. Its APIs offer modular, customisable solutions for embedding payment flows, KYC, tax reporting, and global transfers.

                  Why it leads: Stripe Connect simplifies complex financial operations. It gives platforms the ability to become payment facilitators without becoming regulated entities themselves.

                  2. Railsr (formerly Railsbank) – Full-Stack Embedded Finance

                  Railsr provides a modular platform that allows brands to embed banking, payments, and credit products into their own apps. Whether it’s issuing branded debit cards, offering BNPL, or enabling in-app bank accounts, Railsr acts as the financial layer beneath consumer-facing businesses.

                  Key strength: It provides a single, developer-friendly API to access multiple financial services. This speeds up time-to-market, reducing infrastructure complexity.

                  3. Unit – Embedded Banking-as-a-Service (BaaS)

                  Unit is a US-focused BaaS provider that helps FinTechs and software companies embed features. These include checking accounts, cards, ACH payments, and lending directly into apps. Its toolkit includes compliance workflows, ledgering, and integrations with banking partners.

                  Why it stands out: Unit’s out-of-the-box functionality allows tech companies to go from idea to launch in weeks, not months. Furthermore, staying compliant with US banking regulations.

                  4. UpLift – Embedded BNPL for Travel and Lifestyle

                  UpLift is a niche embedded finance provider focused on travel, hospitality, and lifestyle experiences. Its BNPL tool is integrated directly into checkout pages for airlines, cruise lines, and vacation providers. This allows consumers to split costs into manageable monthly payments.

                  Unique angle: By focusing on high-ticket discretionary purchases, UpLift helps merchants increase conversions and average order value. Moreover, giving consumers more flexible options.

                  5. Qover – Embedded Insurance for Digital Platforms

                  Qover is a leading embedded insurance provider that enables companies to integrate customised, white-labelled insurance directly into their apps or services. From gig platforms and neobanks to mobility and travel apps, Qover supports multiple insurance lines. These include motor, health, cyber, and income protection—across more than 30 countries in Europe.

                  What sets it apart: Qover’s modular APIs let businesses plug insurance into user journeys with minimal friction. It also handles underwriting partnerships, multilingual customer service, and real-time claims dashboards, offering full-stack support.

                  Why it matters: Qover empowers platforms like Revolut and Deliveroo to offer relevant protection at scale. Moreover, boosting user trust, engagement, and retention without building insurance infrastructure from scratch.

                  Embedded finance is transforming how financial products are delivered… Moving from standalone services to contextual, on-demand experiences. Tools like Stripe Connect, Railsr, Unit, UpLift, and Cover Genius empower companies to embed finance where it adds the most value: at the point of need. For FinTechs, retailers, travel firms, and SaaS platforms, these tools represent the future of customer-centric finance—convenient, invisible, and deeply integrated.

                  • Embedded Finance

                  Author

                  Lisa Miles Heal

                  Published

                  24 July 2025

                  Estimated Read time

                  5Mins

                  Silverfin’s CEO, Lisa Miles Heal, on how the accountancy industry must innovate with technology to evolve

                  The accountancy industry is at a crossroads. With rapid technological advancements, accountants are balancing the demand for more efficient compliance and an increased emphasis on value-added advisory services.

                  Meeting the Challenges

                  Inflation and the unstable economic outlook are also having a serious impact on all sectors. The UK has been through a tumultuous few years, and the combined effects of Brexit, the COVID-19 pandemic, and high inflation are only gradually receding. Growth remains meagre across the economy as a whole.

                  At the same time, the global geopolitical situation remains unpredictable, threatening to upset the applecart again at any moment. Alongside this, the possibility of high trade tariffs coming into force in the US in 2025 brings a whole host of conceivable challenges, including spiralling goods costs suppressing growth across a host of industries, with knock-on effects across the services sector. All of this impacts accountants directly, as businesses lean on them for guidance through economic uncertainty.

                  But it’s not all doom and gloom. Innovations  like automation and AI can help accountants navigate through the volatility and focus on the higher value tasks. But we know that this isn’t an easy one and done. Firms purchasing fintech technology are on an education journey, requiring a cultural shift to overcome resistance and replace fear with an understanding of how machine learning and analytics drive growth, not replace staff. As firms embrace this shift, 2025 could see accountancy transformed into even more of a more strategic, data-led profession. 

                  As a result, 2025 is set to be a year of rapid change, of challenge and opportunity. Two key areas will continue to impact the sector – inflation, and further consolidation through mergers and acquisitions (M&A). Let’s explore in more detail how these two issues will shape 2025 for accountancy firms and their clients, as well as looking at the way professionals’ roles are likely to evolve in response.

                  Automation Will Transform the Way Accountants Respond to Inflation

                  Inflation remains a significant dynamic that accountancy firms must navigate carefully in 2025. It impacts everything – from wages and employee culture through to supply costs and cash flow. As inflation stabilises, it’s crucial for accountancy firms to reflect on how they handled recent high inflation periods, and adapt their strategies for a lower-inflation environment.

                  Using technology and data insights can help firms remain competitive and navigate this new economic phase. A data-led approach is crucial given the complexity of the factors that feed into the inflationary landscape, and the myriad ways it can affect business. Reacting based on intuition won’t cut it. Accountants need to base their strategic decisions on insights derived from rich data, in as close to real time as possible.

                  This approach has two critical advantages. First, it allows firms to act proactively, leveraging advanced analytics to anticipate trends and outcomes before they occur.. Second, it allows for greater agility, enabling firms  to gain deeper insights  into how  rapid market changes are affecting  their business, and to adjust their strategies swiftly in response.

                  Mergers & Acquisitions Will Ramp Up

                  The accounting sector is set for more consolidation as firms face high numbers of partner retirements, due to an ageing workforce. This consolidation is an opportunity for both large and specialised practices – if they can pivot in the right way. 

                  Larger firms have the potential to dominate, leveraging scale to process work more efficiently across different markets. On the opposite end of the scale, smaller, niche firms can shift to offer highly personalised services. It’s the middle ground that’s at risk. Mid-sized firms that don’t evolve will either be absorbed by larger entities or see talent move towards more specialised practices. 

                  Private equity is also playing a part in this M&A trend. Investors see opportunities to modernise firms and extract value through efficiency gains and technology adoption. Fintech tools, such as cloud-based financial reporting and compliance platforms, present a low-risk avenue to drive long-term value for pension funds and other stakeholders, especially during the current volatile environment. These trends signal an era of structural evolution within the sector, driven by innovation and investment.

                  Accountants Will Grow Their Strategic Role

                  Finally, amid all this change, accountants will need to redefine their role. By automating routine tasks, accountants can reclaim valuable time to focus on higher-value work, such as compliance and providing fiscal and legal advisory services. Firms that adapt to this shift will thrive, while those clinging to traditional models risk losing relevance or being absorbed by larger, more agile competitors.

                  In 2025, the widening availability of next-gen, AI-enabled technology will make success dependent on firms that fully  integrate their operations. These firms will harness  insights and expertise from all areas of the business  to inform decision-making. Accountants have a crucial role to play in providing these insights based on the financial status of their clients – a role they can only play if they’re freed up from repetitive, low-value tasks. Technology holds the key to the evolution of the sector – 2025 is the time to take that next step.

                  About Silverfin

                  It all started with two founders and a big idea… to create an innovate cloud platform to make accountants more successful.​ These are exciting times for accountants.

                  Technology has changed bookkeeping forever. While bookkeeping has been transformed, the day-to-day life of the accountant has yet to see the same change. Until now.

                  Silverfin was founded by an accountant frustrated by how he had to work and a software architect looking for a tough problem the cloud could crack. 

                  So they turned their thinking to how data, and the cloud, could make life easier for accountants, make their businesses better, and at the same time unlock new opportunities for revenue streams from value-added client advisory services.

                  We give accountants the technology and tools they need to be more successful. For themselves. For their clients. We improve the efficiency, competitiveness and profitability of compliance and reporting services. We make this work faster, easier and better. Plus we power the development and delivery of new advisory services.

                  • Artificial Intelligence in FinTech
                  • Neobanking

                  Author

                  Akbar Hussain

                  Published

                  23 July 2025

                  Estimated Read time

                  5Mins

                  Akbar Hussain, Co-founder and Chief Legal & Compliance Officer at TerraPay, on cross-border payment innovation

                  Every transaction tells a story. Most pass by unnoticed: familial remittances, a gift, a balance topped up. But behind the scenes, every transfer or cross-border payment sets off a chain reaction of checks, rules, and decisions. Signals are assessed. Contexts are weighed. Trust is verified.

                  Cross-border payments don’t operate in a vacuum. They move through regulatory frameworks and risk assessments, often in milliseconds. And as more and more transfers pass through this complex system, there is a growing need for infrastructure that knows not just how to move money effectively but how to govern its movement wisely.

                  Small Transactions, Big Stakes

                  There’s a myth in the payments world that small transactions carry small risk. That compliance obligations only apply at scale. Or that low-value payments fly under the regulatory radar. But in a globally connected system, nothing operates in isolation.

                  Small transactions power financial inclusion: school fees, emergency loans, micro-business payments. They are frequent, personal, and essential. And when repeated millions of times across loosely monitored corridors, they can create risk patterns with system-wide consequences.

                  When oversight is thin, even a modest flow of funds can be exploited for money laundering, fraud, or sanctions evasion. The notion that scale is only measured by individual ticket size ignores how quickly volume and velocity can multiply exposure. The risk isn’t always in the size of a transaction, it’s in how little is known about it.

                  Risk also doesn’t scale linearly. A seemingly harmless payments corridor can, over time, become a blind spot for illicit flows if the right compliance checks aren’t embedded. That’s why building safeguards into the infrastructure, not just the interface, of any payments system is critical.

                  Ultimately, there’s no such thing as a low-value transaction when the cost of failure is measured in trust.

                  Innovation vs Regulation

                  In much of the FinTech world, there’s still a belief that building effective cross-border payment systems means choosing between two paths: innovate fast or regulate carefully, as if the two can’t coexist. But this is a false choice. There is no sustainable growth in cross-border finance without regulatory credibility. Any system built to avoid or defer oversight will ultimately collapse, hollowed out by its own shortcuts.

                  In reality, we shouldn’t think of compliance as a barrier to scale but rather as a condition of scale. It’s what unlocks markets, builds durable infrastructure, and earns the trust of partners, governments, and users. Trust isn’t a switch that flips at go-to-market; it’s something built transaction by transaction, jurisdiction by jurisdiction.

                  That means licensing, yes. But it also means culture. It means embedding compliance into the architecture of your systems, the rhythms of your operations, and the priorities of your leadership. When regulatory design is built in from the start—rather than patched on later—it helps power growth.

                  Systemic Risk Has No Borders

                  One of the defining features of modern financial infrastructure is its interdependence. There are no isolated risks anymore. A lapse in one system—a poorly monitored corridor, a flawed due diligence model, an unvetted partner—doesn’t stay local. It echoes outward. Financial crime doesn’t respect borders. Neither does reputational damage.

                  This is particularly true in high-risk markets, where traditional institutions are limited or absent, and the appetite for speed often overshadows prudence.

                  These are also the places where financial inclusion efforts matter most—and where failure risks cutting people off entirely. Getting it wrong in these contexts risks shutting out the unbanked and underbanked from the systems designed to serve them, reinforcing the very barriers this industry claims to dismantle.

                  Financial institutions that choose to operate in these environments must do so with heightened accountability. The organizations that lead with integrity understand this and act accordingly: investing in real-time monitoring, adapting to regulatory shifts, and holding their partners to the same standard.

                  Building for the Future with Cross-Border Payments

                  There’s an understandable appeal to silver-bullet solutions: AI for fraud detection, blockchain for traceability, real-time everything. These technologies are powerful, and when applied with care, they can significantly enhance the robustness of compliance systems. But they’re not infallible. When adopted without scrutiny, they risk masking deeper structural weaknesses beneath a surface-level sense of control.

                  The more sustainable approach is rarely the flashiest. It’s incremental, data-driven, and adaptive. It prioritizes experimentation over assumption and refinement over scale for scale’s sake. Using anonymised data to test systems, deploying AI to extend—rather than replace—human oversight, and continuously evolving alongside the regulatory environments these systems must serve: this is where long-term resilience is built.

                  Trust, in Practice

                  To design for trust is to design for complexity. It means making peace with the regulatory landscape and recognizing that compliance isn’t a one-off exercise but a constant, evolving discipline that must move in step with innovation—not trail behind it.

                  It may not be the flashiest part of the story, or the one that makes the headlines, but any serious player in the cross-border economy must learn to balance the urgency of go-to-market with a deep, operational understanding of compliance and security. Regulation isn’t something to be welded on later. It’s something to be baked in from the start.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  22 July 2025

                  Estimated Read time

                  4Mins

                  The insurance industry, long known for its complex processes and legacy systems, is undergoing a dramatic transformation. At the heart…

                  The insurance industry, long known for its complex processes and legacy systems, is undergoing a dramatic transformation. At the heart of this shift is InsurTech – the fusion of insurance and technology – bringing faster claims, personalised policies and more efficient operations. In 2025, several tools are leading the charge. Here are five of the top InsurTech solutions reshaping the sector.

                  1. Tractable – AI-Powered Claims Automation

                  Tractable uses computer vision and artificial intelligence to assess vehicle and property damage in real time. With just a few photos uploaded by the policyholder, the tool can evaluate damage and generate repair estimates instantly. This significantly shortens claims processing times from days or weeks to mere hours. Tractable is already used by global insurers like GEICO and Covéa and is expanding into home insurance applications as well.

                  Why it’s a game changer: It replaces manual claims inspection with automated, objective AI assessments – cutting costs and improving customer satisfaction.

                  2. Shift Technology – Fraud Detection Engine

                  Shift Technology offers an advanced AI platform specifically trained to detect insurance fraud. Using machine learning, it analyses claims data, historical fraud patterns, and external sources to flag suspicious activities. Its algorithms adapt over time, improving their detection accuracy.

                  Key advantage: It empowers insurers to prevent millions in fraudulent claims annually, without sacrificing the customer experience for legitimate policyholders.

                  3. Zego – On-Demand Insurance for the Gig Economy

                  Zego offers usage-based insurance tailored to gig workers, delivery drivers, and small businesses. Its app-based platform integrates with telematics, ride-hailing apps, and work schedules to offer dynamic, pay-as-you-go coverage. This flexibility makes it ideal for freelancers and platforms like Uber or Deliveroo.

                  Innovation point: Zego rewrites traditional insurance models by aligning premiums with real-time usage and risk levels – ideal for the on-demand economy.

                  4. Cover Genius – Embedded Insurance API

                  Cover Genius provides APIs that allow digital businesses to offer embedded insurance directly within their platforms. For example, a travel booking site can offer flight cancellation protection at checkout, or an e-commerce retailer can embed product warranty options. Cover Genius handles everything – from pricing and underwriting to claims and global compliance.

                  Impact: It brings insurance directly to the customer at the point of need, improving uptake and customer convenience while opening new distribution channels.

                  5. Sprout.ai – Intelligent Claims Triage

                  Sprout.ai combines NLP (natural language processing) and data enrichment to automate the first notice of loss (FNOL) and claims triage process. It can pull insights from emails, documents, and databases to provide context-rich claim summaries, which are then used to assign the right workflows or handlers.

                  Business benefit: Sprout.ai reduces administrative overhead and speeds up claim resolution by up to 70%, while maintaining transparency and fairness.

                  Insurtech tools like Tractable, Shift, Zego, Cover Genius, and Sprout.ai are not just digitising insurance, they’re reimagining it. With AI, APIs, and real-time analytics at their core, these platforms are improving efficiency, reducing fraud, and delivering a customer-first experience. As insurers adopt these innovations, expect faster, smarter, and more responsive insurance services for the modern age.

                  • InsurTech

                  Author

                  Richard Chadwick

                  Published

                  21 July 2025

                  Estimated Read time

                  6Mins

                  Richard Chadwick, Chief Risk Officer at Simply Asset Finance, on unlocking the UK economy and supporting SMEs with eID

                  How can Electronic Identification (eID) helps small and medium-sized businesses (SMEs)? They are the engine of the UK economy, representing 99.9% of UK business. They create almost two-thirds of the country’s jobs (61%) and contributing over half of national CDP (53%).
                  Yet, despite their pivotal role, SMEs are still held back by a staggering £22 billion funding gap. Too often unwieldy, time consuming, and costly approval processes dent ambition. This loads the cost base of the UK’s wealth generators.
                  While robust guard rails are central to the financial process, providing an essential safeguard for investors, the compliance process can still be reimagined. Indeed, innovation is essential. For example, implementing vital AML and KYC regulations alone currently cost financial institutions a staggering £34.5 billion per annum.
                  By harnessing the power of technology, we have the power to lighten the load for businesses. This can unlock the elusive growth that could fuel the UK economy. Electronic ID could be the key to closing this funding gap. This digital solution for verifying the identity of individuals and organisations can simplify compliance. Also unlocking sustainable growth for SMEs. However, its successful adoption and implementation will depend on how the industry collaborates with the Government to drive this change forward.


                  The Problem

                  Businesses must meet – sometimes strict – lending criteria to be approved for a loan. They must also pass compliance checks with every lender, bank or financial institution they deal with before receiving any funds. Not only is this road to funding often cumbersome, but it can also be infuriatingly slow.
                  For those that look to explore other funding routes, SMEs find other hurdles. Unlike their corporate counterparts, SMEs frequently enter funding rounds at a disadvantage. This is because they don’t have the same familiarity on the process and are less able to fall back on pre-existing relationships. Moreover, they are likely to have less capacity to absorb time-consuming admin. Furthermore, given the cost of the checks weighs heavier on smaller transactions, SMEs can be intrinsically at a disadvantage.
                  As for lenders, a process which was designed to curb fraud and financial crime, has inadvertently turned into an administrative quagmire with inefficiencies for their customers. This regulatory burden on lenders is now so high that it surpasses double the UK government’s policing budget. A clear signal that the system needs urgent reform.
                  Exacerbating this issue is the persistent threat of identity fraud, which continues to undermine efforts to streamline and secure the system. It is the dominant fraud type reported to the National Fraud Database, accounting for 64% of filings. The fallout is severe, with resources that could be channelled toward business growth instead diverted to mitigating fraudulent activity. Needing to direct resources to tackle the issue adds extra pressure on both SMEs and lenders, as well as holding back growth and competitiveness. Without a smoother and more secure framework, these challenges will keep chipping away at the UK’s ability to support its SMEs and stay a leader on the global economic ladder.


                  The Solution

                  Electronic Identification (eID) could be the catalyst for a more efficient and secure future. By allowing individuals and businesses to verify their identities digitally, it could eliminate inefficiencies of paper-based processes. Reusable, certified digital identities would have clear benefits. Simplifying due diligence for SMEs, cutting compliance costs for lenders, while reducing fraud and ensuring funds go to legitimate businesses. If adopted, this shift could free up resources for reinvestment in innovation and growth, unlocking broader economic opportunities.
                  Recognising the transformative potential of eID, the UK government introduced a data bill to establish a legal framework for electronic identity processes. However, progress has been slow. Without decisive action, the UK risks falling behind global front runners like Estonia. For over two decades, we have witnessed Estonia’s eID system become the cornerstone of its digital economy. It enables citizens to pay bills, sign contracts, access health records, and even vote online. By seamlessly integrating eID across both public and private sectors, Estonia has leapfrogged nations still reliant on traditional authentication methods. To keep pace, we believe we must prioritise eID adoption, while addressing barriers such as public concerns over data privacy.
                  While we recognise eID as a straightforward choice, we cannot gloss over public concerns about data privacy and security. These remain a significant hurdle, especially in the wake of high-profile data breaches. Many people are hesitant to share personal information. This makes it crucial for the government and financial institutions to build trust. Here, financial services could serve as a key example and use case. If we as an industry demonstrate the tangible benefits of eID – such as faster loan approvals, reduced fraud, and improved user experiences – we can help to persuade both businesses and the public of its value. Transparent policies and robust data protection measures will be essential in fostering this trust. These can showcase eID’s ability to enhance security and give individuals greater control over their personal data.


                  The Benefits of eID

                  The potential benefits of eID adoption would extend far beyond SMEs, offering opportunities for a wide range of sectors. This could even see efficiencies in areas like securing mortgages or opening bank accounts for consumers. Also reducing delays and improving confidence in financial transactions. For financial institutions, eID would reduce exposure to identity fraud, enhance efficiency, and lower operational costs. When combined with Open Banking, eID has the potential to revolutionise the funding approval process. It can offer seamless, data-driven solutions that benefit both businesses and lenders. Moreover, eID’s applications could reach far beyond financial services. Across various industries, such as healthcare, education, and retail, digital identity can foster innovation, security, and drive efficiencies.


                  Looking Ahead

                  The UK stands at a unique crossroads, with the chance to lead the way in eID adoption and revolutionise not just the SME funding landscape, but the entire economy. By tackling regulatory inefficiencies, fighting fraud, and building public trust, eID could unlock billions of pounds for SMEs. This could drive growth, innovation, and a new era of economic opportunity. Countries like Estonia have already showcased the transformative impact of digital identity systems. The UK must now act quickly to implement and promote eID solutions. With the right policies in place and strong public engagement, the use cases of eID are potentially endless.

                  By embracing eID, the UK can close the funding gap for SMEs while retaining its position at the forefront of digital transformation. This isn’t just a technological shift-it’s the key to unlocking a new chapter, where a smarter, safer, and more connected future awaits. And businesses, lenders, and individuals can thrive in a dynamic, forward-thinking economy.

                  • Digital Payments
                  • Embedded Finance

                  Author

                  Dan Brightmore

                  Published

                  18 July 2025

                  Estimated Read time

                  5Mins

                  Morne Rossouw, Chief AI Officer at Kyriba, on leveraging AI skills to enhance decision-making and compliance in financial services

                  At the intersection of innovation and responsibility, the finance sector faces a pivotal challenge… The ‘trust gap’ in AI adoption. CFOs and treasury leaders are aiming to safeguard their organisations’ financial health. The promise of AI’s transformative power is often tempered by concerns around security, transparency and regulatory compliance. Yet, as the latest IDC InfoBrief and Kyriba CFO survey reveal, there is a clear path forward. It is one that requires essential AI foundation skills and a thoughtful approach to AI solutions.

                  Understanding the Trust Gap

                  The potential for AI in treasury and finance is compelling. Over 84% of treasury professionals agree Generative AI will significantly impact treasury processes within the next 24 months. However, the journey to widespread adoption is hindered by what many see as a  ‘trust gap’. There is a divide between transformative promise and concerns about security and privacy risks.

                  These real concerns cover several aspects, first and foremost: risk aversion. Many finance professionals by training are inherently compelled to act with a risk mitigation mindset. By extension, many are cautious about the ‘black box’ nature of artificial intelligence and its role in decision-making. They prefer systems where they can better understand and interpret outcomes. Another layer is the pressure to adhere to the industry’s strict and evolving compliance requirements. These are now expanding to cover legal and industry standards around adoption, such as the EU AI Act.

                  Data quality and security further complicate the picture. Financial data is highly sensitive, and organisations must address issues of accuracy, bias, and privacy when integrating AI solutions. In addition, there is a skills gap to overcome. Many finance professionals may lack the newly emerging need for expertise to leverage these tools effectively and securely in a financial context, making the development of new competencies essential for successful adoption.

                  Building a Culture of Trust for AI

                  Despite concerns, the interest in and potential value of artificial intelligence to streamline and optimise treasury operations are clear. In fact, the latest studies show:

                  • 44% of treasury professionals see immediate value in AI-enhanced cash management
                  • 50% prioritise AI for financial fraud detection
                  • 46% focus on risk management applications¹

                  Achieving success with artificial intelligence requires more than simply adopting new technologies. It demands a broader cultural transformation. Structured training programs are critical for helping finance teams develop confidence and competence in using AI. And gaining hands-on experience with AI tools in real-world scenarios allows professionals to apply their knowledge and adapt to evolving capabilities.

                  As one CFO noted: “AI is redefining the CFO’s mandate as we speak. With the right foundation and skills, I don’t believe AI widens the trust gap; it closes it.”

                  Essential Foundational Skills to Bridge the Trust Gap

                  Narrowing the trust gap between the immense opportunities of AI with the real potential risk requires organisations to develop three critical foundation capabilities. The first is communication and interaction. Finance professionals should learn how to engage in clear dialogue with AI systems by asking effective questions, refining requests, and understanding how to guide AI tools to support financial reporting and analysis.

                  The second foundational skill is data storytelling. Transforming complex AI outputs into clear, actionable insights helps make financial data more accessible and meaningful to stakeholders. This means not only interpreting results but also presenting them through compelling narratives and visualisations.

                  As a final safeguard, teams should develop a systematic approach to validating AI-generated insights to ensure that outputs align with regulatory requirements and business logic. This process is crucial for maintaining compliance standards and fostering confidence in AI-driven decisions.

                  Trusted AI requires a Trusted Platform

                  Organisations can build trust in AI adoption by prioritising security and transparency in their technology choices. Selecting tools and platforms that provide enterprise-grade security and offer explainable insights is vital. Equally important is ensuring that customer data remains private and is not used to train external models, as is the use of built-in validation tools to support compliance.

                  Trust is further built by user-led design. Intuitive interfaces make it easier for finance teams to interact effectively with new technologies. Leveraging visual analytics and dashboards enhances the ability to tell stories with data, while comprehensive validation frameworks help support regulatory and business frameworks.

                  Establishing a trusted platform foundation is the final piece. Building on robust data infrastructure allows organisations to define key AI foundation skills. Investment in training and certification programs helps finance professionals stay up to date with best practices, while real-time validation and oversight of AI-driven decisions further reinforces organisational trust.

                  The Path Forward

                  The potential impact of increased AI skills, in tandem with secure solutions, is immense. Enhanced decision-making becomes possible through improved cash visibility and forecasting, while compliance is strengthened through systematic validation and fraud detection. Efficiency gains are realised via optimised AI/Human collaboration, and more accurate and insightful financial reporting is achieved through advanced data storytelling. Organisations also benefit from reduced processing time thanks to intelligent automation.

                  In an era where trust underpins financial and broader business leadership, success depends on developing strong foundational capabilities alongside robust solutions. Responsible AI – such as Kyriba’s Trusted AI portfolio – emerges as a strategic partner for CFOs and treasury teams, providing not just the technology but also the framework for skill development essential to closing the gap.

                  Through this comprehensive approach – combining foundation skills and trusted solutions-organisations can confidently embrace AI’s transformative potential while maintaining the security, compliance, and transparency essential to modern financial operations. The result is a future where skilled professionals leverage AI to drive data-driven business decision making that can unlock unprecedented levels of financial performance and agility.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  17 July 2025

                  Estimated Read time

                  2Mins

                  Join industry leaders and innovators at the 5th Annual Digital Banking Summit

                  Digital Banking Summit is a premiere event designed to explore the most transformative trends shaping the banking sector in the modern era. This two-day conference will delve into critical topics such as AI-driven banking, open finance, financial inclusion, and the future of digital identity. Discover how cutting-edge technologies like edge computing, hyper-personalisation, and APIs are redefining corporate and retail banking. Engage in discussions about legacy system modernisation, sustainability through ESG initiatives, and the regulatory landscape, including DORA and GDPR. Book your place here.

                  Gain Expert Insights

                  With sessions led by top executives from global financial institutions, attendees will gain actionable insights… Learn more about leveraging innovation to streamline operations, enhance customer experience and build resilient financial ecosystems. Speakers include thought leaders representing Wells Fargo, Revolut, Wise, Standard Chartered, Lloyds and more…

                  Take advantage of networking opportunities and 1:1 meetings to connect with senior leaders and experts. Don’t miss this opportunity to be part of the conversation shaping the future of banking.


                  DAY 1 @ Digital Banking Summit

                  • Revolutionising Banking in the Digital Era
                  • Open Banking and Open Finance
                  • Financial Inclusion in Banking
                  • Digital Identity: Onboarding, Compliance and Embedded Finance
                  • Cross-Industry Collaboration in Banking
                  • Banking for a Digital Workforce
                  • Hyper-Personalisation in Wealth Management
                  • Edge Computing
                  • The Role of APIs in Transforming Corporate Banking
                  • Digital Resilience
                  • Legacy Systems vs Modernisation
                  • AI in Banking

                  DAY 2 @ Digital Banking Summit

                  • Automation and Cloud Banking
                  • Data Monetisation: Ethics and Opportunities
                  • Digital Marketing in Banking
                  • Central Bank Digital Currencies
                  • Sustainable Banking Future with ESG
                  • Navigating DORA, GDPR and Beyond
                  • Wallets
                  • Mobile Banking
                  • Crypto, Instant Transfers and Banking
                  • AI-Driven Fraud
                  • Customer-Centric Innovation
                  • Cybersecurity: Deepfakes, AI Attacks and Quantum Risks

                  Book your ticket here.

                  • Digital Payments
                  • Event Newsroom
                  • Events

                  Author

                  Dan Brightmore

                  Published

                  15 July 2025

                  Estimated Read time

                  4Mins

                  The FinTech industry, sitting at the nexus of finance and technology, is a prime target for cybercriminals. With the growing…

                  The FinTech industry, sitting at the nexus of finance and technology, is a prime target for cybercriminals. With the growing prevalence of digital banking, mobile payments, and crypto-assets, cybersecurity has become a non-negotiable priority. In response, a new generation of tools has emerged to help FinTech companies stay ahead of threats. Here are the top five cybersecurity tools safeguarding the sector in 2025:

                  1. CrowdStrike Falcon – Endpoint Protection Powerhouse

                  CrowdStrike Falcon has become a leading choice for FinTech companies due to its advanced endpoint detection and response (EDR) capabilities. Powered by AI and cloud-native architecture, Falcon provides real-time monitoring and threat intelligence across endpoints, detecting suspicious behavior before it escalates. Its lightweight agent and scalable design make it ideal for rapidly evolving digital infrastructures.

                  2. Snyk – Securing FinTech DevOps

                  FinTech’s embrace of continuous development and integration demands security solutions built for speed. Snyk focuses on developer-first security, helping teams identify and remediate vulnerabilities in open-source dependencies, containers, and infrastructure as code. It integrates directly with GitHub, GitLab, and CI/CD pipelines, ensuring vulnerabilities are caught early—without slowing down development.

                  3. Fortinet FortiWeb – Web Application Firewall (WAF)

                  Web applications are the backbone of many FinTech platforms, and FortiWeb provides critical protection. This intelligent WAF defends against OWASP Top 10 threats, including SQL injection and cross-site scripting, while leveraging machine learning to tailor protections in real-time. FinTech platforms using APIs heavily benefit from FortiWeb’s deep learning inspection and bot mitigation features.

                  4. IBM Security QRadar – SIEM Intelligence

                  QRadar continues to lead as a top-tier Security Information and Event Management (SIEM) solution. It aggregates and analyzes data from across an organization’s digital ecosystem, detecting threats and providing actionable insights. FinTech firms rely on QRadar for compliance with financial regulations and for its ability to deliver fast, context-rich threat detection and response capabilities.

                  5. Auth0 – Identity and Access Management (IAM)

                  Auth0, a standout solution in identity and access management. In FinTech, controlling user access with precision is crucial. Auth0 provides secure, scalable authentication for apps and APIs, offering features like single sign-on (SSO), multi-factor authentication (MFA), and adaptive access policies. With rising threats targeting user credentials, IAM is no longer a back-office function—it’s frontline security.

                  Cybersecurity in FinTech requires agility, intelligence, and regulatory alignment. Tools like CrowdStrike Falcon, Snyk, Fortinet FortiWeb, IBM QRadar, and Auth) are not just protecting infrastructure. They’re enabling innovation in one of the world’s most dynamic industries. As threats grow more sophisticated, these platforms will continue to shape the future of secure financial technology.

                  • Cybersecurity in FinTech

                  Author

                  Manoj Pant

                  Published

                  14 July 2025

                  Estimated Read time

                  4Mins

                  Manoj Pant, Senior Director, Strategy & Business Development at Pegasystems on the AI innovation driving InsurTech

                  The insurance industry is undergoing a profound transformation, driven largely by the rapid advancement of artificial intelligence. AI technologies continue to evolve. Their integration into core business functions is reshaping how insurers operate, interact with customers, and manage risks. This digital shift marks the emergence of a more autonomous, data-driven enterprise model. Traditional processes are being streamlined and optimised through intelligent automation.

                  Technology like Generative AI (GenAI) and Agentic AI are transforming the industry by improving workflows and minimising costs. GenAI helps reduce challenges for insurers by automating operations, improving decision-making, and enhancing customer engagement. For example, AI can help with generating claims summaries. And analysing large amounts of data quickly to identify any risk factors. Furthermore, Agentic AI can make decisions and take actions independently. For instance, helping underwriters by sharing all related news and information about a claim that just came through. Agentic AI allows insurers to focus on more complex tasks by automating manual processes like claim processing. It can also reduce human error and help in detecting any fraudulent patterns, preventing fraud.

                  Despite their promise, adopting these technologies poses several strategic and operational challenges for insurers.

                  Barriers to AI adoption  

                  Insurers have their reservations when it comes to implementing new technology into their systems. AI models are still being tested, and algorithmic bias is a significant concern. AI models have the capability to reinforce preexisting biases which can lead to unfair claim assessments or discriminatory outcomes. This technology is still being developed. It can result in hallucinations if the right data is not used to train these models.

                  Moreover, in a lot of companies, the teams work in silos. This can result in some data being missing therefore overcoming those silos at an organisational level is vital when implementing Agentic AI. Your AI is only as good as the data it is trained with.

                  Insurers legacy systems and fragmented, poor-quality data make it difficult to train reliable AI models. Much of the critical information remains unstructured. A large portion of historical insurance data (handwritten claims, voice records etc) is unstructured and hard to process without significant pre-cleaning. Additionally, due to the conservative nature of insurers, these updates can come off as disruptive.

                  Insurance is one of the most highly regulated industries as the use of AI requires access to vast amounts of personal data. If not careful with how this information is used, it can lead to hefty fines for the company and reputational damage.

                  Black Box Fears

                  On top of this, insurers are concerned about black box AI; where they can’t view any errors or steps on how a result was achieved. Agentic AI makes decisions on behalf of insurers and hence it is important that the system is transparent to make any necessary changes.

                  Moreover, there’s a shortage of professionals who understand both these technologies and the complex regulatory and operational environment of insurance. Employees may resist adopting AI tools without proper training or if they feel it threatens their roles. There’s also a risk of relying too heavily on these tools to make decisions that require human judgment.

                  Deploying AI for Maximum Impact

                  AI in insurance is not a plug-and-play solution. Success depends on aligning technology, people, data, and strategy around high-impact, executable use cases. The few insurers who’ve succeeded have done so by treating AI as a business transformation initiative, not just a technology upgrade. Many insurers jump into AI without a clear vision or alignment between business and IT teams. They spread efforts thin across too many low-impact pilots instead of focusing on high-ROI use cases such as underwriting and claims automation.

                  Having clean, integrated data, supported by strong governance and compliance frameworks is critical for success. Insurers should also focus on modernising legacy systems as it plays an essential role in supporting new technology and ensuring operational continuity. Scalable, modern technology infrastructure and cloud-native platforms enable rapid deployment and iteration of AI models.

                  Agentic AI should also be guided by clear rules and processes, while remaining transparent. Due to the nature of the industry, it is imperative that insurers monitor every behaviour of the AI. By having security controls in the agents, organisations can keep an eye on the actions of each agent ensuring it’s being deployed responsibly.

                  By strategically implementing artficial intelligence, insurers can apply solutions in customer engagement, underwriting, claims processing and so on while maintaining human oversight for important decisions. AI should enhance not replace the human touch, delivering faster, more personalised, and trustworthy experiences for customers and employees.

                  • Artificial Intelligence in FinTech
                  • InsurTech

                  Author

                  Philipp Buschmann

                  Published

                  11 July 2025

                  Estimated Read time

                  5Mins

                  Philipp Buschmann, co-founder and CEO of AAZZUR – a one-stop-shop for smart embedded finance experience – on business transformation

                  Business spending used to be a mess. Think mountains of receipts, last-minute expense reports, and a constant guessing game about where the money actually went. For many companies, especially those growing fast or juggling lots of moving parts, keeping tabs on spending felt like trying to plug holes in a sinking ship. Even with spreadsheets and corporate cards, it was hard to get real visibility or control.

                  But something is changing. Behind the scenes, a quiet shift is taking place. It’s called embedded finance andwhile the name might sound technical, the impact is very real and surprisingly simple: it’s giving businesses more control over how they spend money, without adding complexity.

                  At its core, Embedded Finance means putting financial tools directly inside the platforms businesses already use. So instead of switching between software to pay bills, issue cards, or track expenses, those features are built right into the systems companies rely on every day, like accounting tools, logistics platforms, or even team management apps.

                  It’s like turning on the lights in a dark room. Suddenly, business leaders can *see* where the money is going, in real time. They can set rules. They can act faster. And best of all, they don’t need a finance degree to understand what’s happening.

                  Goodbye Expense Reports with Embedded Finance

                  This will be music to your ears. One of the most obvious and painful examples of messy spending is employee expenses. Traditionally, employees pay out of pocket, save their receipts, and submit reports at the end of the month. Finance teams then spend days chasing missing documentation and trying to figure out whether each purchase was actually necessary. The entire process is slow, frustrating, and ripe for errors.

                  With embedded finance, that whole routine gets flipped. Now, companies can issue virtual cards with built-in controls, like daily limits, merchant restrictions, or even time-based rules. Employees use the cards directly from their phones, receipts are uploaded instantly, and managers can see every transaction as it happens. No more end-of-month surprises and best of all, nomore chaos.

                  Real-Time Visibility, Real-Time Decisions

                  Having a hard time making quick decisions? When spending is scattered across departments, locations, or tools, it’s hard to have a coherent plan. Business leaders often operate with outdated information, relying on month-end reports to spot issues that have already happened. That lag can be costly, especially in a fast-moving economy.

                  Embedded Finance changes that by connecting spending directly to data. Whether it’s a construction company managing field purchases or an e-commerce brand scaling its supply chain, having real-time visibility into expenses means leaders can make smarter decisions, faster. If costs spike in one area, they can spot it and adjust instantly. If a new supplier overcharges, they’ll know right away.

                  It’s not just about seeing the numbers—it’s about being able to act on them in the moment.

                  Fewer Tools, Less Friction with Embedded Finance

                  A big source of business friction comes from too many disconnected systems. You might have one platform for payroll, another for invoicing, and yet another for managing employee cards. Every tool means another login, another source of truth, and more opportunities for things to slip through the cracks.

                  Embedded Finance simplifies the stack. Instead of stitching together a patchwork of tools, companies can use one unified system where spending and financial controls are already built in. For employees, that means fewer steps to get what they need. For finance teams, it means fewer errors to clean up. And for leadership, it means clearer insight into how money is being used to drive the business forward.

                  Solaris is making waves in the circular economy by teaming up with Grover to allow people to subscribe to tech devices monthly instead of purchasing them. Due to stringent rules, they needed a product they could integrate to enable customers full control and increase loyalty. They succeeded by launching the Grover Card to boost engagement and retention and make payments borderless and hassle-free.

                  Empowering Teams Without Losing Control

                  One of the biggest tensions in company spending is the balance between trust and control. You want teams to move fast and make smart decisions, but you also need to avoid waste and fraud. Too much freedom, and things go off the rails. Too much control, and progress stalls.

                  Embedded finance helps solve that tension. Because financial tools are built into the workflow, companies can set smart rules from the start. Maybe the marketing team can spend up to a certain limit on campaigns, but anything over, needs approval. Maybe contractors can only use their cards during work hours. These aren’t rigid roadblocks—they’re flexible guardrails that keep spending aligned with company goals.

                  At the same time, employees feel more trusted. They don’t have to front their own money or wait for approvals. They can focus on doing their jobs, knowing they have the tools they need.

                  Final Thoughts

                  Embedded Finance isn’t about adding more technology for the sake of it. It’s about making finance work better, smarter, faster, and with less hassle. For businesses that have struggled with messy, unpredictable spending, it’s a breath of fresh air.

                  The companies embracing these tools aren’t just getting more efficient, they’re unlocking new levels of clarity and confidence. And in today’s unpredictable business environment, that’s not just a nice-to-have – it’s a competitive advantage that will pay back in spades.

                  • Embedded Finance

                  Author

                  Lysan Drabon

                  Published

                  10 July 2025

                  Estimated Read time

                  5Mins

                  Lysan Drabon, Managing Director at the Project Management Institute (PMI), on the critical role of project management in successfully integrating Artificial Intelligence (AI) as a tool for driving sustainability initiatives within FinTech and financial services

                  The financial services sector, traditionally associated with spreadsheets and skyscrapers, is undergoing a green transformation. FinTech, at the forefront of this evolution, is increasingly leveraging Artificial Intelligence (AI) to drive sustainability initiatives. However, the path to a greener financial future isn’t paved with algorithms alone. Effective project management is the crucial compass, guiding these AI-powered initiatives towards tangible and lasting impact.

                  The potential for genuine progress hinges on a structured, project-based approach. Without it, AI risks becoming a costly distraction. Failing to deliver on its promise of a more sustainable financial ecosystem.

                  The challenge is significant. Financial institutions face growing pressure from investors, regulators, and customers to demonstrate their commitment to ESG principles. AI offers powerful tools for achieving these goals. From optimising energy consumption in data centres to identifying and mitigating climate-related financial risks. Yet, as Project Management Institute’s (PMI) recent research reveals, success is far from guaranteed.

                  The findings highlight a clear disparity between organisations that strategically integrate AI into their sustainability efforts and those that treat them as separate endeavours. Those with a robust project management framework, capable of balancing these complex initiatives, are far more likely to achieve meaningful results.

                  So, how can FinTech companies and financial institutions effectively harness the power of AI to drive sustainability? The answer lies in prioritising three key elements within a project management framework: data readiness, leadership preparedness, and strategic alignment.

                  Data Readiness: The Foundation for Sustainability in Finance Using AI

                  AI algorithms are only as good as the data they consume. In the context of FinTech and financial services, this means establishing robust data collection, management, and utilisation processes. These must capture a wide range of sustainability-related metrics.

                  This includes data on energy consumption, carbon emissions, investment portfolios, and supply chain practices. Project managers must champion data readiness as a fundamental project requirement, ensuring that data is accurate, consistent, and readily accessible.

                  Imagine trying to assess the ESG performance of an investment portfolio when data on the environmental impact of underlying assets is incomplete or unreliable. A “single source of truth” for sustainability data is essential. It provides a reliable foundation for AI models to accurately assess risks, identify opportunities, and track progress towards sustainability goals.

                  This also means addressing the ethical considerations around data. Financial data is highly sensitive, and project managers must ensure that AI systems are used responsibly and ethically, protecting data privacy and preventing bias.

                  Leadership Preparedness: Building Sustainability-Savvy AI Teams

                  The successful integration of AI for sustainability in fintech demands a new breed of leader. Project managers must not only possess the traditional skills of planning and execution but also cultivate a deep understanding of both AI technologies and the nuances of sustainable finance. This requires a proactive approach to talent development, fostering a culture of continuous learning and experimentation.

                  Building successful teams means bridging the gap between data scientists, financial analysts, sustainability experts, and regulatory compliance officers. Project managers must act as translators, delivering effective communication and collaboration across these diverse disciplines. They need to be adept at identifying and nurturing talent. Whether through upskilling existing employees or recruiting individuals with specialised expertise.

                  Moreover, leadership preparedness extends to the ability to navigate the ethical complexities of AI in finance. Project managers must be equipped to address potential biases in algorithms, ensure data privacy, and promote transparency and accountability in AI-driven decision-making. This requires a strong commitment to responsible innovation and a willingness to challenge conventional thinking.

                  Strategic Alignment: Embedding Sustainability into FinTech’s DNA

                  AI-driven sustainability initiatives must be aligned with broader organisational objectives. Project managers must ensure sustainability is embedded into the project’s core strategy. Every stage of a project must be evaluated for its environmental and social impact.

                  This requires buy-in from senior management and establishing clear metrics for measuring sustainability performance. Additionally, it means developing frameworks for reinvesting AI-driven sustainability gains into further initiatives. This creates a virtuous cycle of continuous improvement.

                  Consider a FinTech company developing an AI-powered platform for lending. Without strategic alignment, the project might focus solely on optimising loan approvals, potentially overlooking the social and environmental impact of lending decisions. Project managers must work with stakeholders to define clear sustainability goals. And also establish measurable metrics, and ensure that these are integrated into the project’s overall objectives.

                  Beyond Efficiency: A Holistic Vision for Sustainable Fintech

                  AI offers immense potential for automating tasks and optimising processes. Moreover, it’s crucial to remember that sustainability is about more than just efficiency. Fintech companies and financial institutions must adopt a holistic approach that considers the environmental, social, and economic impacts of their operations.

                  Project managers play a vital role in ensuring that AI is used responsibly and ethically, with a focus on transparency, accountability, and fairness. This includes addressing potential biases in AI algorithms and protecting data privacy. Furthermore, it also means ensuring AI systems are aligned with human values. They must contribute to a more equitable and sustainable financial system.

                  By embracing a structured, project-based approach, FinTech companies and financial institutions can unlock the full potential of AI to drive genuine and lasting sustainability improvements. Project management is not just a supporting function; it’s the linchpin for success in the age of AI-driven sustainability. It’s about building the right foundations, equipping the right teams, and aligning projects with the right strategic objectives.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  9 July 2025

                  Estimated Read time

                  3Mins

                  Solidarités International goes live with FinScan to strengthen AML compliance in global humanitarian operations

                  Solidarités International, a French-based humanitarian aid organisation, has gone live with FinScan. The Innovative Systems solution comes from a leading provider of advanced anti-money laundering (AML) compliance solutions. This will enhance screening processes across its global operations in a cloud-based environment.

                  As a nonprofit committed to providing life-saving assistance in areas affected by conflict and natural disasters, Solidarités International faces increasing regulatory expectations from public donors. These include the United Nations, the US Bureau for Humanitarian Assistance (BHA), and European funding bodies. These expectations include rigorous AML screening of suppliers, staff, and local partners to ensure accountability and transparency.

                  FinScan for AML

                  Solidarités International’s decision to adopt FinScan followed a thorough selection process involving external advisors and peer recommendations from within the NGO community. Criteria such as workflow flexibility, user delegation, audit history, and alignment with data privacy standards were central to the evaluation. FinScan is now fully operational at Solidarités International’s headquarters.

                  “With FinScan, we’re able to delegate screening responsibilities across field missions while maintaining centralised oversight and data privacy. The responsiveness of the FinScan team and the tool’s intuitiveness and configurability have been key positives,” said Pierre DeSoil, IT Project Lead at Solidarités International. “Our users picked up the system quickly and are more confident with the process.”

                  Designed to support complex compliance needs, FinScan helps organisations like Solidarités International meet donor due diligence requirements. It does this through customisable workflows, robust matching algorithms, and scalable deployment.

                  “We’re proud to support the mission of Solidarités International with a powerful, cloud-based AML solution that helps protect humanitarian aid from financial crime risk,” said Steve Maul, Chief Customer Officer at Innovative Systems. “Their dedication to both compliance and the communities they serve exemplifies how technology and purpose can align.”

                  About Solidarités International

                  Founded in 1980 and headquartered in Clichy, France, Solidarités International provides urgent humanitarian aid in conflict zones and disaster-stricken areas. Its core mission is to meet the vital needs of vulnerable populations—providing water, food, and shelter in life-threatening conditions. Learn more at https://www.solidarites.org/en/.

                  About FinScan

                  Trusted by hundreds of organisations worldwide, Innovative Systems, Inc.’s FinScan® offers advanced Anti-Money Laundering (AML) compliance technology and consulting solutions. Built on decades of experience in data management and proprietary matching technologies, FinScan provides a data-first, risk-based approach to ensure unparalleled accuracy and efficiency in identifying and reducing risk, accelerating AML compliance workflows, and optimising team productivity. FinScan’s comprehensive, integrated platform includes Know Your Customer (KYC), unparalleled sanctions screening, risk scoring, data quality, and advisory services for implementing a holistic compliance program. FinScan offers flexible deployment including SaaS, on-premise, and hybrid options. FinScan’s SaaS clients are screening more than 300 billion names a year. Learn more at www.finscan.com and follow us on LinkedIn.  

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  8 July 2025

                  Estimated Read time

                  3Mins

                  As of 2025, artificial intelligence (AI) tools are revolutionising the financial industry by enhancing efficiency, accuracy, and decision-making across various…

                  As of 2025, artificial intelligence (AI) tools are revolutionising the financial industry by enhancing efficiency, accuracy, and decision-making across various domains. Here are five leading AI platforms making significant impacts in finance:

                  1. JPMorgan’s Coach AI & GenAI Toolkit

                  JPMorgan Chase has integrated AI tools like Coach AI and a comprehensive GenAI toolkit to enhance client services and operational efficiency. Coach AI assists advisors in swiftly retrieving research and anticipating client inquiries. This has led to a 95% reduction in information retrieval time. The GenAI toolkit, utilised by over half of JPMorgan’s 200,000 employees, has contributed to nearly $1.5 billion in savings. The company has seen improvements in fraud prevention, trading, and credit decisions.

                  2. BlackRock’s Asimov

                  BlackRock has developed Asimov, an AI platform capable of autonomous actions such as analyzing documents and providing real-time portfolio insights. This tool enables portfolio managers to maintain situational awareness and make more informed decisions continuously, enhancing the firm’s investment processes.

                  3. Hebbia

                  Hebbia is an AI platform designed to perform complex, multi-step tasks autonomously, effectively functioning like a high-capability intern. It can handle tasks such as analysing financial filings, building valuation models, and drafting memos. Major financial institutions like BlackRock and KKR utilise Hebbia to streamline operations and free professionals to focus on strategic work.

                  4. Datarails FP&A Genius

                  Datarails offers an AI-powered Financial Planning and Analysis (FP&A) platform that automates data consolidation and financial reporting. It provides workflows, templates, and data visualisation tools to facilitate budgeting, forecasting, scenario modelling, and financial analysis. These enhance the speed and accuracy of financial decision-making.

                  5. Feedzai

                  Feedzai is a data science company that develops real-time machine learning tools. These identify fraudulent payment transactions and minimise risk in the financial services industry. Its AI-based applications are used for fraud detection, risk assessment, and regulatory compliance. They are helping organisations manage and mitigate financial crime risks effectively.

                  These AI tools exemplify the transformative impact of artificial intelligence in finance. Offering solutions that enhance operational efficiency, risk management, and strategic decision-making.

                  • Artificial Intelligence in FinTech

                  Author

                  Kenan Maciel

                  Published

                  7 July 2025

                  Estimated Read time

                  5Mins

                  Kenan Maciel, Director of Strategy at Lab49, on the future for cross-border payments in the global push for instant settlement

                  Cross-Border payments are the unseen infrastructure powering global commerce. A multinational corporation settling international invoices, a small business sourcing products overseas, or a family transferring remittances across continents… The global economy has relied on the seamless movement of money across borders for decades. Now, with the total value of cross-border payments estimated to increase from almost $150 trillion in 2017 to over $250 trillion in 2027, it’s clear just how fundamental they are to the future of the global economy.

                  However, despite their scale and importance, cross-border payments remain plagued by inefficiencies and high costs. High transaction fees, slow settlement times and a persistent lack of transparency have consistently challenged businesses and consumers. The Financial Stability Board, responsible for the G20 Roadmap for Enhancing cross-border payments, has acknowledged that “significant progress will be needed to meet the targets” this year. This statement highlights the reality of the industry as it stands. While the need for better infrastructure is widely recognised, the pace of change is unsteady.

                  A Landscape of Legacy

                  For decades, cross-border payments have relied on an established set of mechanisms: banks, credit card networks and money transfer operators. Traditionally, the biggest facilitators of cross-border payments have been the platforms established by major banks and governments like SWIFT, SEPA and CHIPS. These systems have served their purpose but are increasingly ill-suited to the demands of modern commerce. More recently, traditional card networks such as Visa, Mastercard and American Express have expanded their role in this space, capturing an ever-growing share of the cross-border market by offering relatively faster and more integrated solutions than conventional bank transfers.

                  In recent years, the emergence of new technologies has begun to reshape the landscape, helping to expand the growth of cross-border payments. DLTs, stablecoins and CBDCs offer the promise of faster, more secure, transparent and cost-effective payments compared to traditional methods. While the overall volume of cross-border payments handled on blockchain is still a fraction of the global market, its growth trajectory is significant. BVNK, for example, estimates that stablecoin payments alone could represent a $60 trillion opportunity in the next five years.

                  The Problems Persist

                  Still, challenges persist. The cross-border payment model is weighed down by high fees from traditional facilitators often driven by currency conversion charges, intermediary bank costs and compliance related expenses form different regulatory jurisdictions. Often, a single payment is subject to multiple checks and validation, each requiring different sets of data, which not only slows down processing times but also increases operational complexity. FX risks and associated high funding costs further complicate the picture. Banks are often required to pre-fund transactions in destination currencies to enable timely settlement, resulting in high funding costs and the need to hold capital that could be more productively deployed elsewhere.

                  A lack of transparency further compounds these issues. For many businesses, understanding the total cost of a transaction, and tracking its progress, remains frustratingly difficult. Information about fees, exchange rates and settlement times is often fragmented and inconsistent, further increasing uncertainty and risk.

                  What’s Changing?

                  Nevertheless, meaningful change is underway. One area seeing rapid development is FX hedging. Companies are increasingly making use of forward contracts and options to manage currency risk, while fintechs are leveraging smart contracts and decentralised finance platforms to automate FX conversion, improving both cost efficiency and predictability. The introduction of ISO 20022 and the looming November deadline, means that a global standard for financial messaging is inching closer. By standardising electronic data interchange between financial institutions, it promises to reduce friction and facilitate faster, more accurate payments.

                  Another encouraging development is the expansion of central banks’ instant payment infrastructures. For example, Fed Now in the US, Faster Payments in the UK, and SEPA Instant in the EU operate around the clock, offering real-time, 24/7 settlement. These developments mark a significant departure from traditional systems like standard SEPA which typically settle over two business days and only during working hours. While the cost of using these instant infrastructures is often higher, the benefits in terms of speed, transparency and availability offer a compelling improvement. Their growing presence is helping to set new expectations for what’s possible in domestic and cross-border payments.

                  With DLTs and stablecoins also gaining traction as credible alternatives to traditional methods, the industry is also moving closer to near instant global settlement and the ability to operate 24/7. A significant improvement over the lengthy settlement times and limited operating hours of legacy systems. Although, mainstream adoption still faces hurdles, with one of the primary challenges being convenience and usability. For many uses, managing digital wallets and understanding decentralised systems remains unintuitive, limiting adoption outside of extremely digital literate circles.

                  Who’s Leading the Charge?

                  Importantly, it is no longer just FinTechs and startups leading the charge. Traditional financial institutions are actively investing in digital asset infrastructure. Visa’s tokenised asset platform and the Bank of America’s plans for a proprietary stablecoin are prime examples of how legacy players are adapting. Institutions like these are often helping to define the future of cross-border payments.

                  The industry stands at a turning point, on the cusp of achieving the required speed, cost, transparency and access for the global economic future. With ongoing technological innovation and evolving regulatory frameworks, the path is becoming clearer. However, the nature of global finance means that no single approach will dominate. Different payment models require different tools, and the most effective solutions will be those tailored to specific needs and truly fit for the modern financial ecosystem.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  4 July 2025

                  Estimated Read time

                  4Mins

                  As cryptocurrency continues its march toward mainstream adoption in 2025, selecting a reliable, high-performing exchange has never been more critical….

                  As cryptocurrency continues its march toward mainstream adoption in 2025, selecting a reliable, high-performing exchange has never been more critical. With factors like security, liquidity, user experience, and range of offerings playing a pivotal role, here are the top five crypto exchanges currently leading the industry.

                  1. Binance

                  Overview: Still the largest exchange globally by trading volume, Binance offers a comprehensive platform that serves both retail and institutional traders.

                  Key Features:

                  • Over 600 cryptocurrencies supported.
                  • Advanced trading tools including spot, margin, and futures trading.
                  • Binance Earn, Launchpad, and Staking features for passive income.
                  • Highly competitive fees, starting at 0.1%.

                  Security & Regulation:
                  Binance has faced regulatory scrutiny in various countries but continues to work toward greater transparency and compliance. It holds licenses in several jurisdictions and maintains a robust SAFU (Secure Asset Fund for Users) for emergencies.

                  2. Coinbase

                  Overview: Widely regarded as the go-to platform for beginners, Coinbase maintains its stronghold in North America with a user-friendly interface and strong regulatory standing.

                  Key Features:

                  • Offers 150+ digital assets.
                  • Integrated with Coinbase Wallet for decentralised applications.
                  • Recurring buys, portfolio tracking, and robust mobile apps.
                  • Listed on NASDAQ, ensuring public transparency.

                  Security & Regulation:
                  Coinbase is regulated by U.S. authorities and is one of the few exchanges with full AML/KYC compliance. It employs best-in-class security practices, including cold storage for over 98% of customer funds.

                  3. Kraken

                  Overview: Kraken is a favorite among institutional and advanced traders thanks to its robust features and reputation for security.

                  Key Features:

                  • Supports over 200 cryptocurrencies.
                  • Offers spot, futures, and margin trading.
                  • Kraken Pro for enhanced charting and order types.
                  • Kraken Staking with competitive yields.

                  Security & Regulation:
                  One of the oldest operating exchanges (since 2011), Kraken has never suffered a major hack. It is regulated in the U.S. and holds a Special Purpose Depository Institution (SPDI) charter in Wyoming.

                  4. Bybit

                  Overview: Bybit has risen quickly by offering cutting-edge features tailored to derivatives traders, along with a fast and intuitive UI.

                  Key Features:

                  • Specializes in crypto derivatives, with high leverage options.
                  • Also supports spot trading, launchpad tokens, and NFT markets.
                  • Popular for its trading competitions and rewards system.

                  Security & Regulation:
                  Bybit prioritises fund security with cold wallets and real-time risk audits. It has begun increasing compliance in jurisdictions where regulation is tightening.

                  5. OKX

                  Overview: OKX has emerged as a comprehensive crypto ecosystem, offering far more than just a trading platform.

                  Key Features:

                  • Over 300 cryptocurrencies and DeFi integration.
                  • Powerful tools for copy trading, bot trading, and options.
                  • Active ecosystem for NFTs, DApps, and Web3 tools via OKX Wallet.

                  Security & Regulation:
                  OKX publishes monthly proof-of-reserves and maintains robust risk controls. It’s actively pursuing compliance in key regions including Hong Kong and the EU.

                  Conclusion

                  While the crypto landscape remains dynamic and subject to regulatory evolution, these five exchanges have proven resilient, innovative, and trustworthy. Whether you’re a newcomer or seasoned trader, choosing the right exchange depends on your specific needs. Be they security, advanced tools, or ease of use. Always consider using multiple platforms to diversify risk and maximise opportunities.

                  • Blockchain & Crypto

                  Author

                  Peter Curk

                  Published

                  3 July 2025

                  Estimated Read time

                  6Mins

                  Peter Curk, CEO of ICONOMI, a leading platform in digital asset management explores the EU’s MiCA regulation and what it means for holders of crypto assets in the UK

                  Launched between June 2023 and December 2024, the European Union’s (EU) Markets in Crypto-Assets (MiCA) regulation was the first of its kind. It introduced a need for compliance into a space that had previously been beyond the remit of any governmental oversight. It was an exercise that could only be contentious. So, it’s hardly surprising that it’s been met by scrutiny and criticism. But while MiCA is a cause for concern to many within the EU, for the UK it could potentially be beneficial.

                  Why the EU is struggling with MiCA

                  The MiCA regulation has drawn significant criticism from both industry insiders and analysts, with concerns broadly converging around five main issues. Chief among them is the glaring omission of stablecoins from MiCA’s scope. Given that the digital currency is seen as one of the riskiest crypto assets due to its systemic volatility, as well as its potential to destabilise not only the crypto markets but the broader financial system, this exclusion has raised multiple eyebrows. So, the EU’s decision to regulate the rest of the crypto space while leaving stablecoins unregulated is widely regarded as both bizarre and problematic. It also undermines the perceived effectiveness of MiCA. This makes its more stringent provisions seem almost futile, while stablecoins are left unfettered.

                  On the other hand, in the areas MiCA does cover, there are growing fears that the regulation could stifle the innovation that has been central to the crypto sector’s rapid progression. Breakthrough technologies, such as blockchain, tokenised assets, and decentralised finance, have all emerged from the crypto space.  But now, with compliance costs climbing, smaller companies and startups – the traditional drivers of innovation – are being pushed out of the EU’s crypto market. This risks stagnating growth across the industry.

                  Compounding the issue is MiCA’s apparent lack of futureproofing. Despite its rigid framework, it appears to hold no contingencies for future technological developments or emerging threats. This could potentially leave loopholes for fraudulent activity and other bad actors.

                  Additionally, there remain concerns regarding the cost of compliance. With this likely to be passed on to consumers, it holds the potential to raise barriers to entry while driving investors toward more affordable, less regulated markets – potentially including the UK.

                  Lastly, the delayed release of MiCA’s regulatory technical standards (RTS) – which were not made available until more than 18 months after the legislation began to come into play – created prolonged uncertainty during implementation. Uncertainty that could have been avoided. It may also have helped resolve other concerns if addressed earlier.

                  Collectively, these issues have cast a shadow over what could have been a positive move for the crypto space, bringing authenticity, accountability, and stability. The question is, how could MiCA’s failure to do all this help the UK’s crypto space?

                  MiCA’s impact on the UK

                  If the UK is clever, there are two ways in which it could use the problems with MiCA to its own advantage.

                  Better Regulation

                  With the EU was the first territory to roll out crypto regulation, it won’t be a lone player for long. The UK is currently in the process of preparing its own version of MiCA. The Financial Conduct Authority (FCA) is suggesting 2026 implementation. MiCA can provide the learning experience that the EU lacked. It doesn’t just offer a potential framework – it shows why the traditional financial regulatory framework, adopted by MiCA, is unsuited to the crypto space. It provides clear, working examples of what not to do. But it also provides points of success that the UK can build upon – because despite the detractors, there are many good things about MiCA. The FCA can use all of this information to build a better regulatory infrastructure that limits the potential for fraud and dishonest behaviours, while helping to foster future growth and innovation – something that the crypto space has long been crying out for.

                  If the UK does well with this, it could set the global standard for crypto regulation, raising its status in an area where it has previously been lacking.

                  Market growth

                  Before we get to regulation, however, there is also the potential for the UK market to benefit from the EU’s troubles. Right now, the EU’s crypto investors and startups are unhappy and looking for alternative places to put their money. The UK could be one of those places. 

                  The UK has has only really ever dabbled in crypto. After more than 15 years, there are only around 40 registered crypto businesses in the UK, compared to more than 2,000 in the EU, and 4,852 in America. This could be the time for the UK to grow. The US is currently in a state of political and financial turmoil, making many investors wary. By contrast, the UK is a friendly near-neighbour, with a near-universal language. It won’t take much to tempt European investors and startups across – something that could be sustainable, if the FCA makes the right regulatory decisions.

                  ICONOMI – Growing the UK Crypto Market

                  ICONOMI is in the process of doing this. We’re officially licensed in the UK and preparing to enter the EU market under a MiCA license. This means, we’ll shortly have the ability to passport our license in other EU member states. This means the ability to attract customers from other territories across the EU. If other UK crypto businesses follow suit, there is significant potential to generate growth for the UK crypto market. For the short and longer term. 

                  Cryptocurrency was never intended to go mainstream. When Satoshi Nakamoto launched Bitcoin, they had a vision of a currency that could operate outside of traditional financial institutions and regulation. Meanwhile, providing transparency and trust through technology. But the space evolved beyond expectation, creating more than 25,000 other cryptocurrencies in the process. They are worth literally billions of pounds, and millions of people have a stake in the market. If the crypto market crashes, it could significantly impact the wider economic ecosystem globally. So, no one is arguing against the fact that the crypto space needs regulation. Only that it needs to be regulated properly. And the UK could be the country to do that.

                  Peter Curk is the CEO of ICONOMI, a leading platform in digital asset management. With a background in finance and blockchain, Peter is passionate about making crypto investing accessible and easy for everyone. Under his leadership, ICONOMI has grown into a trusted name in the industry, offering innovative solutions for individuals and institutions alike.

                  • Blockchain & Crypto

                  Author

                  Kristian Torode

                  Published

                  2 July 2025

                  Estimated Read time

                  3Mins

                  Kristian Torode, Director & Co-Founder at Crystaline, on Closing the gap between digital convenience and regulatory compliance

                  As financial firms adopt more digital tools – from instant messaging to video calls – the challenge of capturing, storing and monitoring every conversation in line with regulatory expectations for comms has grown exponentially.

                  With regulators demanding stricter oversight of all business comms, financial firms must now rethink how they manage messaging across every level of the organisation. Unifiesd Communications (UC) software can help financial service providers remain compliant.

                  A recent Theta Lake survey revealed that over 70 firms were fined in 2024 for failing to comply with communications regulations. What is more, almost two-thirds of financial firms anticipate even more regulatory requirements on communications in the coming years.

                  Consequences of Non-Compliance

                  While fines for failure to comply with comms regulations are more prevalent in the US, there have been several cases affecting financial services firms in the UK.

                  In August 2023, Morgan Stanley was fined £5.4 million by Ofgem, the UK’s energy regulator, after the bank’s traders discussed wholesale energy prices over WhatsApp on private devices. Use of the platform does not meet regulatory standards for data retention and monitoring, as financial service providers are unable to record these messages concerning energy trading.

                  Despite industry speculation, the UK Financial Conduct Authority (FCA) has chosen not to implement an outright ban on WhatsApp for business use. Instead, the FCA expects firms to implement policies and monitoring tools to ensure compliance when using such platforms. While this provides some flexibility, it puts the onus on firms to maintain secure and auditable communication records across emerging technologies.

                  Balancing security and convenience

                  For financial businesses, the challenge lies in finding a comms solution that is both secure and convenient. WhatsApp appeals to many due to its familiarity and features like group chats, voice calls and file sharing. However, while convenient, it presents serious risks in data privacy, security and compliance, making it unsuitable as a primary communication platform for highly regulated industries like finance.

                  To address these concerns, many firms are turning to UC platforms that integrate multiple communication tools. These include voice, video, instant messaging and file sharing across a single, secure interface. These platforms provide the convenience of more familiar tools such as WhatsApp while addressing compliance concerns.

                  Several UC providers now offer platforms tailored to highly regulated industries like finance. Many include security features such as end-to-end encryption, centralised access management and real-time monitoring. This can detect potential compliance breaches, offer built-in archiving for regulatory adherence and consent management to meet data protection requirements.

                  Digital business communications will continue to play a key role in the financial services sector, but not at the expense of traceability and data security. Unified Communications offers a secure, compliant platform for financial services without sacrificing convenience.    

                  If your organisation is reassessing its communications strategy in light of evolving compliance demands, Crystaline can provide guidance on navigating the shift to unified communications.

                  • Cybersecurity in FinTech

                  Author

                  Anshul Srivastav

                  Published

                  1 July 2025

                  Estimated Read time

                  5Mins

                  Anshul Srivastav, Senior Vice President and Head – Europe for Zensar Technologies on securing AI with blockchain

                  Artificial Intelligence (AI) is rapidly transforming financial services. According to The Bank of England, 75% of financial services firms are already using AI. A further 10% are planning to use it in the next three years.

                  Firms are deploying AI because of the benefits it can bring. These include enhanced data and analytical insights, improved anti-money laundering (AML) and fraud detection and efficiencies in cybersecurity practices. As well as providing customers with better, more personalised services.

                  While the wide-scale deployment of AI brings a range of benefits for the financial services sector, it’s also creating additional risks. Especially when the AI systems used to make trusted decisions are becoming a prime target for cyber-attacks.

                  Attacking AI

                  Bad actors can manipulate AI systems to make them malfunction or operate in ways that weren’t intended. This can have potentially severe consequences.

                  Using what’s known as data poisoning attack, threat actors can intentionally compromise or alter datasets used by AI to influence the outcomes of the model for their own malicious ends.

                  For example, an attacker trying to bypass the AI-powered fraud detection systems of a bank could attempt to inject false data into the system during a data training cycle the intention would be to manipulate the system into believing certain false transactions are legitimate. Ultimately this enables the threat actor to steal money or sensitive data without being noticed.

                  AI systems can also result in additional threats to data privacy. Like many workers, financial service professionals can use Large Language Models (LLMs) like ChatGPT to aid with queries and tasks.

                  However, this brings the risk that sensitive information could get uploaded to the model if the employee inputs certain data, such as contracts or confidential reports. This data might be saved by the model, opening businesses up to data leaks. Because with the correct prompts, it’s possible for a user from outside the company to tease out this confidential information from the LLM.

                  These privacy concerns can be exacerbated by the black box nature of AI. Often, it isn’t publicly detailed how the algorithms and the decision-making process behind them operate. This lack of transparency can lead to mistrust among users and stakeholders. As well as potential issues with regulatory compliance. For example, the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA).

                  All of this means that the use of AI in financial services, while beneficial, is creating new security challenges which need to be addressed. The solution to this is the integration of blockchain technology to create a secure, transparent, and trustworthy AI ecosystem. And by leveraging blockchain’s inherent security features, vulnerabilities in AI systems can be countered.

                  Blockchain Explained

                  Blockchain consists of a chain of blocks, each containing a list of transactions. Each block is linked to the previous one, forming a secure chain. This structure ensures that once data is recorded, it cannot be altered without changing all subsequent blocks. These mechanisms ensure that all participants agree on the state of the blockchain. Therefore preventing fraud and enhancing security.

                  This is achieved through three key pillars. The first is data immutability, which ensures it can’t be altered or deleted once recorded on the blockchain. Guaranteeing that the data remains consistent and trustworthy over time, ensuring its integrity.

                  The second pillar is decentralisation, based on how blockchain functions through a network of independent nodes. Unlike centralised systems, where a single point of failure can compromise the entire network, decentralisation distributes control and data across many nodes. This reduces the risk of system failures, as no single target point exists, meaning decentralisation enhances security and resilience.

                  Cryptographic security is the third pillar. Blockchain uses a system of public and private keys to secure transactions and control access. The public key is visible to anyone, while the private key is a secret code known only to the authorised party.

                  These fundamentals of blockchain, combined with the transparency and security it offers, can help financial services organisations address the security challenges they’re being faced with by the rapid deployment of AI.

                  Combining Blockchain with AI for Improved Data Security

                  Integrating blockchain with AI can massively aid with securing data integrity. For example, through creating tamper-proof records. By making immutable records of AI training data and model updates, complete with timestamps and links to previous entries, this ensures a tamper-proof history of the data. Enabling stakeholders at financial services companies to verify the integrity of the data used in AI models. Therefore improving security of the whole system and protecting it against attacks.

                  Combining AI with blockchain can also help to counter potential data privacy implications introduced by the deployment of AI in financial services. Blockchain techniques like zero-knowledge proofs allow the data to be verified without revealing the actual data. This can help financial services firms to verify the data they’re using is correct. While also still maintaining the required data privacy and regulatory compliance.

                  In addition to this, implementing AI with blockchain technology can aid with building trust and transparency in how AI systems work and what they’re used for. By providing a transparent record of AI decision-making processes, the blockchain allows stakeholders to review and verify the process. All the while ensuring there’s accountability of who made changes and when. This arrangement could therefore help financial services providers prevent data poisoning and other attacks targeting their AI systems.

                  Building a Secure, Transparent, and Trustworthy AI Ecosystem

                  The rapid adoption of AI is changing the financial services industry. However, according to The Bank of England’s survey, only 34% of financial services firms said they have ‘complete understanding’ of the AI technologies they use.

                  Much of this can be attributed to how the technology is new, but also how the algorithms which power AI technology are often mysterious in their nature. This results in risks around malicious attacks and data privacy issues. However, by combining AI frameworks with blockchain technology, these security issues can be addressed.

                  By taking these steps, stakeholders can collectively contribute to building a secure, transparent, and trustworthy AI ecosystem. An ecosytem that leverages the strengths of blockchain technology to address current and future challenges.

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto

                  Author

                  Sejal Mehta & Wendy Di Blasio

                  Published

                  30 June 2025

                  Estimated Read time

                  4Mins

                  Sejal Mehta and Wendy Di Blasio from Odgers Berndtson’s Global FinTech and Financial Services Practices, discuss new leadership demands in a rapidly evolving cross-border payments space

                  The global landscape for cross-border payments is at an inflection point. It is driven by rapid technological advances, evolving regulatory frameworks, and shifting consumer expectations. With Asia emerging as a hub of growth, particularly in countries like China, India, and Singapore, the industry is projected to soar to $23.8 trillion by 2032. This represents over one-third of global transactions.

                  Yet, this significant growth introduces complexity. Challenges in interoperability, regulatory divergence, and varying regional consumer behaviours make effective leadership indispensable. In such an environment, strong executive leadership not only manages but proactively shapes these transformations.

                  A New Leadership Mandate in Cross-Border Payments

                  Today, successful leadership in cross-border payments requires much more than operational effectiveness or market penetration. Modern executives must adeptly manage uncertainty, anticipate disruption, and drive transformation at scale.

                  Visionary leadership is paramount. Executives need to foresee industry trends, understanding key initiatives such as Project Nexus. This aims to integrate real-time payment systems across Asia, enhancing transaction speed and seamlessness.

                  Strategic agility is equally critical. Given volatile geopolitical dynamics and fluctuating financial flows, leaders must skilfully balance immediate demands with long-term goals. The capacity to make informed, data-driven decisions amid complexity is now a hallmark of effective leadership.

                  Cultural competence also defines leadership excellence. Executives must nurture inclusive, agile teams that can navigate diverse cultural contexts and regional expectations. Emotional intelligence, cultural sensitivity, and the ability to effectively lead multicultural, distributed teams are no longer optional. These are essential leadership competencies.

                  Navigating Regulatory Complexity with Strategic Foresight

                  Managing regulatory fragmentation across jurisdictions is a significant challenge for leadership in the cross-border payments space. Countries continue to implement and update localised rules around data protection, anti-money laundering (AML), and financial compliance. Executives are under increasing pressure to ensure both global consistency and local compliance.

                  This environment calls for a nuanced understanding of international law, regional policy developments, and collaborative regulatory frameworks. Successful leaders are those who build strong regulatory partnerships, anticipate changes in legal landscapes, and embed compliance into the strategic DNA of their organisations.

                  For instance, responding to initiatives like ISO 20022, which standardises financial messaging formats, requires more than technical adaptation. It demands coordinated leadership across compliance, operations, and technology functions. By staying ahead of these shifts, executives not only minimise risk but can unlock new efficiencies and competitive advantages.

                  Several emerging trends are reshaping leadership in cross-border payments, significantly influencing how companies approach talent development and executive roles.

                  Intergenerational leadership has become a priority as Millennials and Gen Z increasingly dominate the workforce. These groups value purpose, flexibility, and impactful work, disrupting traditional loyalty structures. Today’s leaders must actively foster collaboration and unity across diverse age groups, aligning teams around shared ambitions like innovation, sustainability, and inclusivity.

                  The fluidity between traditional financial institutions (TradFi) and FinTech organisations is increasing noticeably. Executives moving between these spheres bring invaluable cross-sector expertise, methodologies, and perspectives. This intersection demands leaders who can seamlessly bridge legacy systems with innovative technologies, balancing stability with innovation.

                  Consequently, organisations are more frequently leveraging tools like psychometric assessments to identify crucial leadership attributes such as adaptability, resilience, and learning agility. These assessments are increasingly applied not only to senior executives but also to non-executive board members, helping firms strategically future-proof their leadership capabilities.

                  Cultivating Leadership Through Development and Succession Planning

                  Effective leadership development strategies have become critical as companies scale operations and navigate ongoing technological and geopolitical changes. Organisations cannot solely rely on external hires. They must cultivate internal talent pools prepared to address future challenges.

                  Forward-thinking companies are investing in targeted leadership programmes, mentorship opportunities, and rotational assignments designed to expose emerging leaders to diverse operational complexities. These practices strengthen organisational resilience, encourage internal innovation, and foster adaptability among leadership ranks.

                  Strategic succession planning further enhances organisational robustness. Rather than responding reactively to sudden leadership gaps, high-performing companies proactively identify, and nurture promising talent. This approach requires upskilling the leaders by providing them with a strategic understanding of newer technologies, data models and associated risks.

                  Leadership as the Cornerstone of Competitive Advantage

                  In the rapidly evolving cross-border payments landscape, leadership quality will ultimately distinguish market leaders from followers. As regulatory pressures intensify and technological advancements continue to reshape the industry, effective leadership is pivotal to turning complexity into growth opportunities.

                  By committing to leadership development, strategic executive recruitment, and aligning talent management with overarching business objectives, organisations position themselves for resilience and sustained success. The right leaders will not only navigate challenges but leverage them into lasting competitive advantages, transforming vision into tangible market value.

                  • Digital Payments

                  Author

                  Galeal Zino

                  Published

                  27 June 2025

                  Estimated Read time

                  4Mins

                  With the right approach, cybersecurity can be contagious argues Galeal Zino, Founder & CEO at NetFoundry – a provider of zero-trust connectivity solutions and originator of the open source tool OpenZiti

                  Modern financial services are composed of a digitally integrated secure ecosystem – networked together and codependent on ecosystem APIs, microservices and shared data. Complexity and ambiguity are high.

                  Sir Alex Younger, former head of the British Intelligence Service MI6 said recently that the job of the intelligence service is to dispel complexity and ambiguity.That would make a fine mission statement for the heads of information security in the financial sector.

                  Meeting a Complex Security Challenge

                  Most banks leverage core banking systems (CBS) from providers like Temenos, FIS and Finastra. This makes security complex. Connections are needed between the bank’s network and its CBS provider’s network. Traditionally, this necessitates nailing up VPNs. And managing permitted IP addresses in firewall ACLs, MPLS or dedicated circuit-based extranets. Also required are pre-shared certificates, shipping hardware, VDI and/or leaking routes. All of which have multiplied in complexity during digital transformation. And are about to multiply again with AI.

                  A different approach is secure-by-design. Rather than bolt-on the infrastructure described above, each session is strongly identified, authenticated and authorised. All before it is granted a virtual circuit on a network. This is similar to what the banks do internally with solutions for zero trust, but it is borderless. It works across their digital supply chains, including with their core banking platform and software providers.

                  One CBS leader, Euronet Worldwide, uses a third-party secure-by-design platform to enable their financial institution customers to connect to its core banking software. This is a great example of the supplier being proactive about their role in security. We’ll see this happen more as new legislation takes effect, the EU CRA. The Euronet example shows that it’s possible to remove some of the ambiguity from shared responsibility. Euronet’s secure-by-design system doesn’t just protect itself but makes every interaction with supply chain partners more secure.

                  Security designed-in for Financial Services

                  The same principles apply across financial services. Companies like Euronet can deploy their own zero trust supply chain connections, rather than putting the burden on their finance sector customers to figure it out. In large supply chain scenarios like CBS, this helps everyone. The reality now is that if the VPN of any one financial institution is compromised, then potentially all the banks who connect to the same CBS providers can be exploited. By removing complexity and ambiguity, Euronet is simplifying and securing the entire supply chain.

                  The big picture is that the WAN/SASE/firewall model is struggling in the post digital transformation, hyperconnected, soon to be AI- powered world. That model was built to secure the WAN. However, new workflows such as the financial supply chain are outside the borders of any single WAN. So, the precious SASE WAN gets connected to the internet via open firewall ports (ACLs) and vulnerable VPNs so the business can connect to supply chain partners. It’s like building a strong boat and then punching holes in it to get a better look at the water. 

                  AI is the nail in the WAN coffin because AI multiplies and accelerates these workflows. They have at least one leg outside the WAN and it makes them less predictable and more dynamic. More complexity and ambiguity. Good luck connecting AI agents via VPNs and firewall ACLs.

                  Secure-by-Design Supply Chain

                  So, what does a secure-by-design supply chain look like and how can financial services identify viable migration paths?

                  The main characteristics are:

                  • Close all inbound “listening” ports on all network firewalls and servers to make your DMZ unreachable from the underlay networks.  Eliminate the reachable firewalls and VPN servers.  No more holes beneath the waterline!
                  • End-to-end zero trust between supply chain participants, meaning least-privileged access not just to the network or firewall, but all the way through to applications, APIs, servers and devices. Nothing can connect to anything else without strong identity, authentication and authorisation. This includes end-to end-encryption – no sharing of encryption keys with cloud security providers (which also helps ensure data sovereignty).
                  • Microsegmentation, the ability to define in granular detail who or what has access to which applications, and to limit lateral movement in the event of a breach. In effect, every application session becomes a private network-of-one, and it is quarantined by design.

                  Find out more at https://netfoundry.io/

                  • Cybersecurity in FinTech

                  Author

                  Alexandra Mousavizadeh

                  Published

                  26 June 2025

                  Estimated Read time

                  4Mins

                  Alexandra Mousavizadeh, Co-Founder & CEO at Evident, on the rise of Agentic AI in financial services

                  Agentic AI is no longer the preserve of the distant future. Agents are already here, embedded in the day-to-day operations of businesses. As well as answering questions and crunching numbers, they’re making decisions, taking action, and learning on the fly. They can handle customer queries, tap into APIs, and even rewrite their own instructions.

                  It’s a big shift from traditional AI, which stayed firmly in the realm of prediction and recommendation. Agentic systems are very dynamic in comparison, and involve more acting and doing, which fundamentally changes the risk landscape.

                  For banks looking to capitalise on agentic, the implications are especially consequential. This is a highly sensitive sector where trust, compliance and control are existential issues. That is why Responsible AI (RAI) has quickly moved from being a nice-to-have to a critical foundation. It can balance the need for controls with the promise of innovation.

                  In our latest Responsible AI in Banking report at Evident, we found a clear upweighting of RAI priorities. More banks are appointing RAI leads. More are publishing principles. And more are thinking hard about how to scale those capabilities across the business.

                  But Agentic AI is a different challenge. It pushes past the limits of old governance models and forces a rethink of how we manage risk, maintain oversight, and build trust. 

                  Here’s why a rethink is needed…

                  Static Governance Doesn’t Work for Dynamic Systems

                  Most current AI oversight models are built for systems that behave predictably. They assume models will be trained, validated, deployed, and then monitored using relatively fixed parameters. This is no longer the case.

                  Agentic AI systems learn and act independently. They are decision-making agents as well as tools. That makes governance more complicated.

                  Banks need oversight models that can keep pace in real time. That includes enterprise-wide assurance platforms that can help to spot unexpected behaviour, adjust on the fly, and give leaders a clear view of what’s happening across the organisation.

                  Building the right tooling in this way is essential. What’s harder is laying out an agentic AI strategy and ensuring it’s being applied across teams, with clear direction on where agents will be used and the governance guiding decisions.

                  Having these failsafes in place is an approach that allows for continued innovation without running an unacceptable level of risk.

                  We’re Seeing a Regulatory Shift – from Theory to Evidence

                  AI regulation is morphing over time, moving gradually from high-level principles to concrete requirements that need to be backed up by evidence. The EU AI Act, NIST frameworks and ISO standards all suggest that financial institutions will need to demonstrate not just model performance, but responsible use.

                  This creates new compliance needs. Banks will need to show how decisions are made, how risks are mitigated, and how safeguards perform under pressure. As one senior executive told us during our research, “AI risk is no longer model risk. It’s also architectural.”

                  All of this means that keeping reliable documentation and maintaining end-to-end system visibility is becoming a baseline expectation. Banks will need explainability mechanisms that can keep up with increasingly complex AI systems. Pressure for more transparency on agentic AI use and human in the loop is likely to follow too.

                  Responsible AI is a Strategic Capability

                  Responsible AI has often been framed as a brake on progress – important for safety and reputation, but ultimately slowing things down. In practice, we’ve seen the opposite. The banks leading the charge on effective AI adoption know that RAI is a strategic enabler. That means that in addition to developing more use cases, scaling faster across business lines and hiring more talent, they are also ahead of the curve when it comes to RAI.

                  They also earn more trust, whether from customers, regulators or from their own leadership. That trust will grow more important as agentic systems begin to underpin services ranging from credit assessment to wealth management.

                  In this environment, responsibility is not a constraint. It is a foundation that allows banks to push further with AI, including finding new applications for agentic tools, while keeping risk in check.

                  ____________________________________________________________________________________________________________________________________________________

                  The banking industry has made huge strides on the road towards AI adoption, and the arrival of Agentic AI – while creating new compliance and safety challenges – is nevertheless an opportunity that the leading AI-first banks will be keen to embrace.

                  Banks have already made significant investments in AI governance. What Agentic AI does is raise the bar, requiring them to ensure they’re able to demonstrate a deeper institutional understanding of autonomy, intent, and accountability – in essence, what the AI agent is doing and why.

                  The decisions being made today about AI governance will shape the next generation of financial services. Forward-thinking institutions are already preparing for that future. JPMorgan, Citigroup, Wells Fargo, UBS and Capital One have quietly assembled specialist teams focused on agentic AI. Others are hoping their existing frameworks will stretch far enough.

                  Opting for the latter approach is a big risk to take. Agentic AI is arriving faster than many expect. The challenges are real and so is the opportunity, but only for those who have already laid the groundwork via an RAI structure that lets them reap the benefits while maintaining trust, transparency and control.

                  • Artificial Intelligence in FinTech

                  Author

                  María Ávila Silván

                  Published

                  23 June 2025

                  Estimated Read time

                  4Mins

                  María Ávila Silván, CRO at PagoNxt Payments, on the future of B2B payments and why digital-first providers are best positioned to lead

                  Despite long-standing claims that ‘cash is dead’, it continues to solve three distinct business problems for payments – immediacy, certainty, and accessibility.

                  Now, however, with the European Parliament’s decision to cap cash transactions at €10,000 by 2027, businesses who rely on these attributes are facing a turning point. Where cash is no longer a viable foundation for business operations, and digital is no longer optional. While positioned as an anti-money laundering measure, this regulation’s most profound impact will be catalysing the final stage of payment digitisation across European commerce. For banks and payment providers, this represents a compliance challenge. And a strategic opportunity to extend digital payment ecosystems.

                  The benefits of this acceleration towards digital payments are substantial. Over the past two decades, we’ve seen digital transactions offer enhanced traceability, providing both compliance benefits and improved financial visibility. In addition, they reduce the security risks and insurance costs associated with holding and transporting physical currency. Automated reconciliation capabilities eliminate countless hours of manual processing, while the granular data available from digital transactions generates treasury insights once thought impossible in the cash era. The operational efficiency gains alone can transform finance functions into the strategic enablers of enterprises.

                  That said, the shift isn’t straightforward. Those serving cash-intensive sectors must develop solutions that deliver the same immediacy businesses expect. This requires reimagining payment workflows entirely.

                  Human-Centric Design

                  The €10,000 cash limitation creates distinct challenges for businesses. Consider construction companies paying contractors on completion, or wholesale distributors accepting immediate payment upon delivery. Both will face disruption to established operational rhythms. Neither are inconveniences, but touch core business relationships where immediate exchange has built trust and operational predictability.

                  The digital alternatives now mandated by the EU must address human factors alongside technical capabilities. The reluctance to entirely abandon cash often stems from well-grounded concerns about digital payment accessibility, complexity, and reliability. Systems requiring multiple authentication steps, specialised hardware, or stable internet connectivity create friction points that cash simply doesn’t have. Any viable alternative to cash must address these barriers through education, simplified experiences, and demonstrable security. This is on all of us to address, and doing so must be viewed as a transformation journey rather than a compliance exercise. This means engaging clients early and understanding their specific operational concerns. We need to develop tailored pathways that address both the technical and cultural dimensions of payments change.

                  Matching the Core Strengths of Cash

                  As stated earlier, the greatest virtue of cash has always been its immediacy. You hand over notes, you receive goods or services. This represents a real-time transaction with instant settlement certainty.

                  Digital payment systems have historically struggled to match this attribute, introducing settlement delays and reconciliation challenges that create operational friction. That is, until now. The SEPA Instant initiative addresses this gap directly, enabling settlement within seconds rather than days. Yet despite these benefits, adoption remains inconsistent, with fewer than 5% of European banks currently maintaining the robust infrastructure needed to fully support these capabilities. The cash cap now creates a powerful incentive to hasten the speed, particularly for institutions serving affected sectors.

                  Real-time payment infrastructure delivers the immediacy businesses need. When combined with enhanced data capabilities, it creates a far superior experience to cash across multiple dimensions. A contractor receiving instant payment via their smartphone gains the same immediacy as cash while obtaining automatic documentation, tax records, and payment history. A wholesaler accepting immediate settlement receives not only funds but also structured invoice data that automates reconciliation and inventory updates. The possibilities are limitless.

                  Building these capabilities requires substantial investment and specialisation. Institutions must manage increasing compliance demands while simultaneously accelerating their technical capabilities. This is a challenging combination even for well-resourced organisations.

                  Scalable Solutions for a Complex Payments Transition

                  The complexity of replacing cash transactions varies significantly across different business contexts and sectors. A unified, scalable approach becomes essential for financial institutions serving diverse client bases. Payment-as-a-Service (PaaS) models excel in this environment by providing configurable solutions that can adapt to sector-specific requirements while maintaining consistent compliance frameworks.

                  Modern PaaS platforms deliver orchestration capabilities that manage the entire transaction lifecycle from initiation through compliance screening to settlement and reconciliation. This approach meets evolving AML requirements while delivering the real-time payment capabilities businesses require. Such a combination addresses both sides of the cash replacement equation – meeting regulatory demands while maintaining operational efficiency for end users

                  The EU’s €10,000 cash transaction limitation marks a defining moment in European payment evolution. It creates both challenges and opportunities – forcing reconsideration of established approaches while enabling enhanced capabilities. Financial institutions have a unique opportunity to deliver solutions that preserve cash’s operational benefits while introducing new dimensions of intelligence, integration, and experience. In turn, there is a golden opportunity to create payment ecosystems that are more transparent, efficient, and valuable for all European businesses.

                  • Digital Payments

                  Author

                  Radi El Haj

                  Published

                  16 June 2025

                  Estimated Read time

                  5Mins

                  Radi El Haj, CEO and Executive Director at RS2 – a leading global provider of payment technology solutions and processing services, on a unified approach to managing payments with AI

                  Do you build, buy or partner? When you need payment solutions it would seem that you only have three options. You can build a new system in-house, buy a solution outright or partner with a payments provider. All have advantages and disadvantages. Heres how AI can change that…

                  Building, rather obviously, requires having the capacity to build in-house. Few payments companies are going to need to develop world-class coding expertise in their IT departments. Buying is increasingly impossible – nearly everything works on a software-as-a-service model. Partnering is by far the most common approach to extending a company’s capacities. Working alongside an established provider of payments technology to integrate their solutions into your existing technology.

                  A staggering 70 cents in every dollar of a bank IT budget is spent on patching up old systems, and whether you build, buy or partner the aim is almost always to patch old systems rather than ‘rip and replace’. There is simply too much risk when completely overhauling legacy systems. So unless financial services companies are starting from scratch (like neobanks) then they will have a patchwork of modern and legacy systems gradually modernising over time.

                  But what if these aren’t the only ways to build new capacities and capabilities in payments? What if AI-enabled orchestration layers could offer a pragmatic, risk-mitigated and cost-effective fourth option? According to RS2’s latest research, this is not only possible, it’s already happening. And it’s driving measurable improvements in transaction success rates, fraud reduction and customer insights across global banking operations.

                  What is payment orchestration?

                  A payment isn’t a simple case of sending a fixed sum from one bank to another. There is a multi-part, often multi-national process to every payment that has to take place within fractions of a second, involving multiple companies and systems, some of them AI-based.

                  Just as each musician in an orchestra knows their individual part to play but needs a conductor to become a unified whole, a payment orchestrator makes sure each element in the payments chain works harmoniously. In practice, this means determining the optimal route for each transaction based on the payment itself: one particular payment might have more chance of being accepted going down one route than another, particularly when payments are being made across national borders. It means that merchants can connect with a single payment orchestrator and from there access an entire world of payments companies, each suitable for a certain part of certain payments. These transaction chains are also made to be compliant with regulations in whatever jurisdictions that they take place in.

                  One under-appreciated part of payment orchestration is the top-down view it gives over a merchant’s payments, and from there how it can be analysed to improve payments and the merchant’s operations as a whole. It can give merchants insight into payment trends, customer behavior, performance and fraud, and if these aspects of payments can be optimized then there is potential for significant cost savings.

                  This is key: the ultimate outcome of payment orchestration is reduced costs for merchants and their customers. Whether it is through reducing the cost of each payment through the most efficient processors or allowing data analysis to find ways in which to optimize payments, the ultimate outcome is always going to be cost savings.

                  Enter AI

                  Artificial intelligence has been a major news story for the past three years, but the real picture of what is happening and what could be happening in the space is much more complex and interesting.

                  Almost all of the press attention on artificial intelligence over the last years has been toward Large Language Models (LLMs) like ChatGPT. These can produce convincing bodies of text but this has little utility in payments beyond being a cheap alternative to customer-service agents. The real use of AI in payments has a longer history and is much more useful, especially when combined with the influx of data that can come from payment orchestration.

                  So, what can AI be used for in payments? Merchants and payments providers produce incredible amounts of data, much of which goes unanalyzed and sits inert in cloud storage, becoming a cost rather than a source of revenue. Machine-learning algorithms have shown an incredible ability to sort through this information and provide insights that no human could come up with. These insights can inform top-level decision-making (‘our customers are moving toward alternative payment methods’) or micro-scale adjustments (‘using payment service provider A instead of payment service provider B at weekends gives a 0.043% increase in acceptance rates’).

                  AI-enabled orchestration layers take this a step further. They connect all banking platforms—card management, UX, third-party services, ledgers, reconciliation, interchange, and more—into a central intelligence hub. The result is dynamic optimization of transaction routing, cost reduction in acquiring and FX, and a dramatic reduction in fraud and transaction failure​.

                  The AI Orchestration Layer

                  Imagine that you have an orchestra with both veteran (perhaps even past their prime) musicians and enthusiastic newcomers. Hypothetically they can play the sheet music in front of them, but what they need is a conductor to bring it all together.

                  This is the AI orchestration layer. Instead of building, buying or partnering to upgrade individual services, an AI system can ensure that all of the existing parts of a company’s payments ecosystem are working as a unified, insight-driven whole.

                  With real-time fraud detection, transaction risk scoring, and automated escalation steps (like biometric authentication), AI orchestration layers significantly reduce chargebacks and improve compliance. Smart decline recovery techniques—such as real-time retries or alternative payment prompts—directly increase revenue and improve customer satisfaction​.

                  AI also simplifies regulatory compliance. With built-in AML and KYC checks, suspicious activity monitoring, and auto-generated reporting, banks can meet growing compliance demands with fewer human resources and less manual intervention​.

                  Beyond Build, Buy, or Partner

                  This isn’t just a new tool—it’s a new model. RS2’s white paper describes AI orchestration as the “fourth path” beyond build, buy or partner. Rather than risky system replacements, banks can phase in AI capabilities without ever compromising core operations. By implementing self-hosted AI within secure Virtual Private Clouds, RS2 ensures full control over sensitive financial data while delivering full interoperability with ISO 20022 messaging frameworks​.

                  The result? Lower fraud, higher conversion rates, smarter compliance, and a customer experience that feels truly modern—all achieved without the disruption of traditional overhaul strategies.

                  Banks don’t need to choose between building from scratch, outsourcing, or stitching together third-party solutions. AI-enabled orchestration offers a more elegant, efficient, and secure way forward—and it’s available today.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  13 June 2025

                  Estimated Read time

                  3Mins

                  Building on a long-term partnership, Klarna will leverage Marqeta’s platform and the Visa Flexible Credential to expand payment options for Klarna’s new debit card 

                  Marqeta, the global modern card issuing platform enabling embedded finance solutions, has announced it is working with Klarna. It will enable the global digital bank and flexible payments provider’s new debit card. The debit card is powered by Visa Flexible Credential (VFC) that allows access to built-in flexible payment options.  

                  Klarna powered by Visa Flexible Credential and Marqeta

                  In July 2024, Marqeta became the first issuer processor in the US certified for Visa Flexible Credential. With VFC, Marqeta will enable Klarna customers to pay immediately or pay later when needed, all on the same card. This milestone builds on years of collaboration between Marqeta and Klarna. Including powering Klarna’s virtual cards in the US since 2018. The card is currently in a trial phase in the US, with a broader rollout expected later this year. 

                  “The future of payments is flexible. We’re proud to enable this new offering together with Visa,” said Rahul Shah, Chief Product and Engineering Officer at Marqeta. “Our ongoing partnership with Klarna is a true testament to what’s possible with Marqeta’s platform. And how we enable our customers to grow and innovate at global scale.”  

                  With its flexible card issuing platform, Marqeta makes it possible for global leaders like Klarna to expand to new markets. And offer innovative payment options tailored to evolving customer needs. Marqeta currently supports Klarna in six countries, helping to drive global growth and deliver seamless, consumer-first experiences.  

                  “Through our continued partnership with Marqeta and Visa, we’re evolving the Klarna Card into a truly dynamic and versatile payment experience,” said David Sandström, Chief Marketing Officer, Klarna. “We’re excited to continue innovating alongside Marqeta as we scale the Klarna Card to provide smart, seamless payments that empower smarter, more informed shoppers everywhere.” 

                  About Marqeta 

                  Marqeta makes it possible for companies to build and embed financial services into their branded experience. And unlock new ways to grow their business and delight users. The Marqeta platform puts businesses in control of building financial solutions, enabling them to turn real-time data into personalized, optimized solutions for everything from consumer loyalty to capital efficiency. With compliance and security built-in, Marqeta’s platform has been proven at scale, processing nearly $300 billion in annual payments volume in 2024. Marqeta is certified to operate in more than 40 countries worldwide. Visit www.marqeta.com to learn more. 

                  About Klarna 

                  Klarna is a global digital bank and flexible payments provider. With over 100 million global active Klarna users and 2.9 million transactions per day, Klarna’s AI-powered payments and commerce network is empowering people to pay smarter with a mission to be available everywhere for everything. Consumers can pay with Klarna online, in-store and through Apple Pay in the U.S., UK and Canada. More than 724,000 retailers trust Klarna’s innovative solutions to drive growth and loyalty, including Uber, H&M, Saks, Sephora, Macy’s, Ikea, Expedia Group, Nike and Airbnb. For more information, visit Klarna.com. 

                  About Visa 

                  Visa (NYSE: V) is a world leader in digital payments, facilitating transactions between consumers, merchants, financial institutions and government entities across more than 200 countries and territories. Our mission is to connect the world through the most innovative, convenient, reliable and secure payments network, enabling individuals, businesses and economies to thrive. We believe that economies that include everyone everywhere, uplift everyone everywhere and see access as foundational to the future of money movement. Learn more at  Visa.com. 

                  • Digital Payments
                  • Neobanking

                  Author

                  Rob Meakin

                  Published

                  12 June 2025

                  Estimated Read time

                  5Mins

                  Rob Meakin, Director of Fraud & Identity at Creditinfo, on leveraging tech to tackle fraud

                  Financial fraud is increasing around the world, putting both mature and emerging digital economies at risk. The overall global economic impact of financial crime has been estimated to be $5 trillion. Furthermore, according to the 2024 Nasdaq global financial crime report, fraud losses totalled $485.6 billion worldwide. This from fraud scams and bank fraud schemes alone. As such, organisations face a series of challenges, from eroding profit margins to reputational risks to data breaches.

                  Many factors contribute to this growing wave of fraud. For example, digitisation in banking has created new opportunities for bad actors. With more identity data existing online, attack surfaces have expanded. Hackers now have more possible entry points to exploit vulnerabilities.

                  At the same time, new technologies, like machine learning (ML), artificial intelligence (AI), and automation are enabling bad actors to innovate faster and evade detection more effectively. AI, in particular, is a double-edged sword. While many businesses use the technology to improve efficiency and decision-making, it also gives bad actors a helping hand. Deepfakes and social engineering, for example, enable them to impersonate individuals with uncanny realism.

                  Additionally, cybercrime – especially financial crime – is becoming more sophisticated. Today, over two-thirds of financial institutions admitting they’re unprepared to defend against the rising wave of attacks.

                  Counting the many costs of fraud

                  Rising fraud creates challenges at local, national, and global levels. Financial loss is, obviously, a primary concern. But financial loss is only part of the total cost of cybercrime. Fraud also brings reputational damage, increased risk of data breaches, and potential legal consequences.

                  As organisations devise new strategies to tackle rising fraud, they must also heed regulatory requirements. Namely, Anti-Money Laundering (AML) registration, as well as other standards for privacy and consent. These regulations create further challenges for organisations as they aim to uphold rigorous compliance requirements without impacting sales, operating costs, or the customer experience.

                  It’s time for a different approach to fraud detection

                  On both local and global levels, mounting fraud threatens economic growth. In its Plan for Change, the UK government has recognised global co-operation will be necessary to tackle fraudsters. However, existing security strategies are too fragmented to suit the needs of diverse markets.

                  Emerging economies, for example, often lack mature controls, making them inherently vulnerable to hackers. Yet, with smaller digital infrastructures, they’re also less attractive targets for financial crime.

                  In contrast, more mature economies usually have stronger security defences. However, their larger digital ecosystems make them perhaps even more vulnerable to bad actors’ advances. After all, the more digital an economy becomes, the more fragmented and complex an individual’s identity and the more opportunities for bad actors to exploit or impersonate it.

                  Combatting fraud at a global scale requires going local

                  Considering the scale and sophistication of cybercrimes, combatting global fraud will require organisations to turn to localised data for more precise identity verification.

                  By integrating data from diverse, localised sources and tailoring fraud prevention strategies to market-specific risks, organisations can better detect fraud and establish identity trust. And in a way that both upholds the customer experience and promotes financial inclusion.

                  Combine credit, government, and digital data to enhance intelligence

                  Thwarting fraudsters begins with building intelligence to establish trust and verify presented identities. This is where localised data can help. By combining credit bureau data with government registries and digital signals, organisations can find a correlation across multiple digital identity attributes and digital risk signals to assess risk and enable real-time identity trust.

                  Credit bureau data associated with the presented identity can be used to determine risk and trust based on four vectors:

                  • The bureau footprint: information comprising records from multiple contributing organisations
                  • Activity history: evidence of recent and consistent payment activity
                  • Data consistency: personal data stability
                  • Application velocity: recent application history

                  Meanwhile, government information services and other registries can be incorporated to further cross-check the presented identity and strengthen verification.

                  By leveraging such a wide range of independent, localised data sources and correlating them with the presented identity attributes, organisations can significantly enhance intelligence to detect fraud without compromising the customer experience.

                  Tailor strategies to specific markets to support compliance and accessibility

                  It’s also important that organisations tailor their security and identity-verification strategies to the unique needs and maturity levels of specific markets. For example, in emerging economies, many people struggle to access financial services. This is often due to a lack of a formal credit history or other recognised financial records. Without this information, it can be a challenge for organisations to verify identity and reach trust decisions without inadvertently excluding legitimate users.

                  But by using localised data sources and market-specific strategies, organisations can make more informed decisions to bring more traditionally excluded parties into the financial system and promote broader financial inclusion without increasing risk or compromising security.

                  These targeted, market-specific fraud prevention strategies also help organisations with regulatory compliance. For example, for AML compliance, organisations must “identify, assess, and understand the money laundering and terrorist financing risk to which they are exposed.” Using localised data and market-specific strategies can help organisations meet this expectation by aligning fraud detection controls with region-specific threat intelligence.

                  Conclusion

                  Global financial crime continues to ramp up, creating new challenges for organisations to detect fraud, verify identities, and comply with regulations. But finding strategies to beat bad actors is made even more difficult by markets’ varying needs, maturity levels, and digital infrastructures.

                  To combat fraud and cyberthreats on a global scale, organisations should pivot to a localised approach. By combining credit, government, and digital data and tailoring fraud-prevention strategies to specific markets, they can enhance intelligence, maintain compliance, and better manage risk. In doing so, they can not only strengthen security but facilitate access to financial products and services for broader financial inclusion, worldwide.

                  • Cybersecurity in FinTech

                  Author

                  Nick Saywell

                  Published

                  11 June 2025

                  Estimated Read time

                  4Mins

                  Nick Saywell, Senior Manager at PSE Consulting, on the rise of account-to-account payment

                  With Apple and Android both unlocked, can account-to-account payment finally rival cards at the checkout?

                  For years, account-to-account (A2A) payment providers have dreamed of bringing their low-cost, real-time model to the in-store experience. But one key problem kept getting in the way: the experience wasn’t seamless enough to challenge the tap-and-go ease of cards. That may be about to change.

                  In mid-2024, the European Commission struck a landmark deal with Apple, forcing it to open access to the iPhone’s NFC chip to third-party payment providers. With both Android and iOS now unlocked, a door has opened that could finally give A2A wallets a shot at real parity with cards — and give merchants and consumers a meaningful alternative to the traditional payment rails.

                  The race is on. But can A2A deliver?

                  A2A Payments, Rebooted

                  A2A in-store payments have technically been possible for some time. But the experience has often fallen short, marred by clunky QR codes, awkward authentication flows, and too many screens. Consumers, spoiled by contactless cards and mobile wallets, weren’t interested in waiting even a few extra seconds.

                  Now, with tap-to-pay functionality available on all major devices, A2A apps can finally offer what was missing: frictionless in-store payments that rival the card experience. And with that, the real advantages of A2A — faster settlement, lower fees, and direct-to-bank transfers — are no longer hidden behind usability issues.

                  The question is no longer “can they?” It’s “how far can they go?”

                  The Contactless Advantage

                  In-store, speed is everything. In markets like the UK, where 93% of card payments are contactless, expectations are sky-high. For A2A wallets to compete, tap-to-pay is the bare minimum – and until now, it simply wasn’t available on iOS.

                  That changed in December 2024, when Vipps MobilePay launched the first-ever A2A tap-to-pay solution on iPhone, enabling “Tap with Vipps” at stores across Norway. With expansion plans underway for Denmark, Finland, and Sweden, the Nordic region is quickly becoming a proving ground for A2A in-store dominance.

                  Other markets are following – and fast. Sweden’s Swish has moved from Bluetooth to NFC for Android tap-to-pay. Bizum, used by over half of Spain’s population, is rolling out “Bizum Pay”, enabling A2A and card-linked tap payments later in 2025. In Poland, where Blik already dominates eCommerce, the company is planning iOS tap-to-pay integration this year.  

                  Crucially, these aren’t just tests or pilots — they’re market-ready rollouts. And they show that the A2A space is no longer content to sit in the shadow of cards.

                  The Big Economies Lag Behind

                  However, not everyone is moving at the same speed.

                  Despite the momentum in Scandinavia, Spain, and Poland, Europe’s biggest economies have been slower to act. The UK has yet to see a major A2A wallet gain traction in-store. In Germany and France, legacy infrastructure and conservative adoption curves are proving hard to shake.

                  Even Wero, the pan-European A2A wallet backed by the European Payments Initiative, won’t have an in-store solution ready until 2026. That delay risks leaving Europe’s largest markets outpaced by smaller, more agile neighbours — at a time when merchants and consumers alike are increasingly open to change.

                  For now, it’s the early movers who are defining the space — and setting expectations.

                  The Cross-Border Payment Battle

                  While domestic progress is promising, cross-border A2A remains the next big challenge. Regional alliances are forming — including:

                  • EuroPA: A partnership between Spain’s Bizum, Italy’s Bancomat Pay, and Portugal’s MB Way, which completed its first cross-border transaction in late 2024.
                  • EMPSA: An alliance including Bancomat Pay, Switzerland’s Twint, and Austria’s Bluecode, focused on cross-border interoperability.

                  But the road ahead is bumpy. Without a unified European solution, A2A risks becoming fragmented — more complicated for consumers, and harder to scale. Some argue that Wero offers the long-term answer. But in the short term, it’s up to these alliances to prove cross-border A2A is more than a theory.

                  The pressure is on to prove that A2A can work as well across borders as it does at home — without sacrificing simplicity or reliability.

                  The Moment of Truth for A2A Wallets

                  This isn’t just a technical breakthrough — it’s a power shift. For the first time, A2A wallets are competing with cards on the one thing that mattered most: convenience. With NFC access now universal, and major players moving fast, the old excuses no longer apply.

                  Whether A2A becomes the new default or remains a challenger brand depends on what happens next. Can providers scale fast enough? Can they deliver the reliability, UX, and trust that card payments have built over decades?

                  One thing’s clear – 2025 will be a crucial year in the battle to redefine Europe’s payment scene, and a new offensive to win in-store transactions is just starting.

                  About PSE Consulting

                  PSE Consulting is a leading global provider of payment advisory services to players across the payments landscape. PSE’s expertise has enabled it to deliver actionable market insights and operational optimisation to senior payments leaders for over 30 years. Find out more here.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  10 June 2025

                  Estimated Read time

                  4Mins

                  Russell Gammon, Chief Solutions Officer at Tax Systems, on the benefits of AI in automating routine processes to make time for higher level strategic tasks

                  In the past two and a half years since the launch of ChatGPT – and the likes of Copilot – the world has been gripped with generative AI fever. However, after the initial rush of enthusiasm, many businesses today are taking a more cautious approach. Trying to identify tangible benefits and use cases that can prove its worth before making costly investments.

                  One industry where the use cases are becoming more evident day by day is Financial Services. Repetitive and time-consuming tasks, traditionally completed manually with all the risk of human error that entails, can now be automated. Capabilities such as machine learning, generative AI, and advanced data analytics algorithms are being used to help ensure organisations remain compliant through delivering accurate, timely calculations, tax filings and reports. And creating clearer visibility.

                  AI Revolution

                  By automating routine processes, such as data analysis and reconciliation, finance executives can spend more time on higher level strategic tasks. AI can also provide insights beyond the capacity of humans thanks to its ability to crunch vast volumes of data, It can uncover trends that might otherwise go unnoticed. This enables real-time reporting and analysis with AI insight forming the basis of smarter decision-making.

                  For finance, this is just the beginning of the AI revolution. Look deeper into any finance sector and a huge variety of more specialised applications are revealed. Take the tax industry, for example, where a sizeable cohort of professionals still spend a considerable amount of time checking long lists of numbers on invoices or using spreadsheets to track spending. Not only is this work frustratingly boring, it is also prone to human error. AI has the potential, at a single stroke, to handle such tasks.

                  Navigating Choppy Regulatory Waters

                  Staying in the tax-related field, AI can also play a pivotal role in handling incoming regulations, such as Pillar Two. Multinational corporations are grappling with the complexities of this legislation. AI is emerging as a game changing tool in compliance management, transforming tax reporting, risk mitigation, and regulatory adaptation.

                  AI is being used to automate compliance and reporting processes. It can streamline data aggregation, ensure accurate reporting, and adapt to evolving regulations. AI-powered compliance tools optimise the evaluation, monitoring, and reporting of Pillar Two obligations. This can reduce complexity and improve precision. They can also integrate and standardise financial data across jurisdictions, improving consistency in tax computations.

                  These solutions seamlessly connect disparate systems, extracting and harmonising data from multiple sources regardless of format. By normalising and processing this information in line with BEPS regulations, AI can swiftly identify potential compliance risks. Advanced algorithms can flag irregular transactions between related entities and pinpoint inconsistencies in transfer pricing. This helps to detect possible profit-shifting activities before they become regulatory concerns. AI thus has the potential to change compliance management from a costly obligation to a strategic advantage.

                  Be Wary of AI’s Limitations

                  So, there is clearly a lot of potential for AI to transform financial services in terms of daily operations and compliance. However, it is important to remain wary of its limitations. Chief amongst them, is AI’s propensity to ‘hallucinate’ or make information up if it can’t find the right answer. That casts a shadow over the accuracy of all of its output. And underlines the importance of professional gatekeepers who can verify AI content and ensure it is correct.

                  AI also currently lacks the ability to interpret subtle context, which humans can more easily respond to. This can feed into spurious responses and misinterpreted data. However, with the right training, monitoring and oversight, AI tools can overcome such weaknesses.

                  Supporting, Not Replacing, the Human Touch

                  Understandably, given AI’s potential, many are concerned about the impact on jobs. If AI can digest thousands of lines of data and spit out a report in seconds, what do we need interns for? But it’s important to see AI as an augmentation of existing human talent, not a replacement for it.

                  As noted above, the possibility of hallucination means that qualified professionals will always have a role to play in quality checking output. So, what we are seeing is the development of a symbiotic relationship wherein professionals are freed from the drudgery of repetitive grunt work. They can focus on more strategic objectives, while AI handles it under their careful eye.

                  For the tech-savvy Gen-Z entering the workplace today, this is a hugely positive change. The finance and tax industries have become a less attractive career option for this generation, due to the traditional processes and lack of technological innovation. What graduate wants to spend their days entering data after years of studying their chosen subject? With AI ready as a helping hand, they can enter the workplace and use their skills and knowledge to assess the technology’s output, rather than spending hours manually doing it themselves. The finance industry is now in a position to embrace this opportunity that AI has presented. And encourage new talent into the industry.   

                  Given the financial services sector is plagued with skills shortages, and ever-growing workloads, employers can now offer more attractive career opportunities. Furthermore, striking the right balance to drive improved efficiency, productivity and performance and reap the rewards of an AI-enabled future. 

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  9 June 2025

                  Estimated Read time

                  3Mins

                  Jonathan Brander, COO at Upvest, on best practice for trading platform infrastructure

                  In the early hours of market turbulence, when retail investors are scrambling to respond, it’s not volatility that fails them: it’s infrastructure. In the past, we’ve repeatedly seen investing technologies buckle under pressure during moments of peak market stress. 

                  During times of high demand, many platforms might struggle to maintain uptime. In recent weeks, as Trump’s tariffs announcements saw retail trading volumes surge, some of the world’s biggest trading platforms went dark. These responses to market volatility are not outliers: they are predictablestress tests. Market volatility correlates strongly with spikes in trading volume. A study by the European Central Bank found that liquidity shocks consistently drive increases in trading activity, especially in frequently traded assets. Platforms should expect and be designed for these surges. 

                  Yet time and again, outages occur at precisely the moments when retail investors and advisers need control. In these moments, investors don’t merely lose access, they lose confidence.

                  Trading Platform Infrastructure

                  A 2024 poll found that 30% of UK banking customers would consider switching providers following a technology failure. Among 25-34 year olds, this figure jumps to 57%. For trading platforms (and their technology providers) trust is hard-won and easily lost. Operating in a financial market characterised by risk, investment infrastructure resilience is no longer a “nice-to-have”. It is a strategic necessity. 

                  According to McKinsey, global assets under management in private markets grew to $13.1 trillion in 2023. In the UK, over a third (39%) of adults are actively investing and the number is growing, thanks in part to government-led market reforms. As trading volumes increase, retail investors need infrastructure that doesn’t flinch under pressure. So what does this look like in practice?

                  First, elasticity is essential. Systems must be able to scale to meet demand spikes. When trading activity spiked following Trump’s tariff announcement, Upvest experienced the highest trading volumes in our history. Our platform scaled exactly as it was designed to do, enabling millions of Europeans to seamlessly trade and invest in thousands of instruments with zero downtime. At times of volatility, “stability as a service” emerges as a key competitive differentiator. 

                  Second, build for failure. The leading question in our conversations with clients is no longer “can you add this feature?”, it’s “can you guarantee uptime under pressure?” Financial institutions need to know that trading can continue in volatile conditions. Infrastructure providers must build with this in mind and leverage modular systems – where trading, settlement, and custody run independently – to reduce the risk that a single point of failure cascades across an entire platform. Decentralised services improve incident isolation and, in a digital-first financial ecosystem, reliable infrastructure that remains operational even when pressure peaks is the foundation of investor empowerment.

                  Observability is also key. Real-time monitoring allows operations and tech teams to anticipate issues before they become outages. This means constantly tracking latency, error rates, and system health, as well as regularly simulating and stress-testing for high volume scenarios to ensure systems can perform under extreme load. These synthetic tests mimic real-world event spikes and ensure you can deliver under pressure.

                  Finally, communicate transparently. When issues arise, investors deserve clear metrics on uptime and response windows. Public dashboards and incident post-mortems are no longer optional, they’re foundational to trust. At Upvest, for example, API Status is always available online so our clients can see whether we’re experiencing any issues.

                  Future Resilience

                  These steps are no longer operational best practice: they’re a necessity. The investment industry must move beyond treating volatility as an edge case and start building resilience into platforms as a priority. Retail investors don’t judge their investment providers during periods of calm, they judge them in crisis. When the market wobbles, infrastructure is the differentiator. That’s when confidence is earned and financial empowerment starts to happen.

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Mark Andreev

                  Published

                  6 June 2025

                  Estimated Read time

                  4Mins

                  Mark Andreev, COO at Exactly, presents a practical guide to tackling e-commerce fraud with payment tokenisation

                  Tokenisation can solve a big problem… e-commerce fraud is a growing threat that continues to impact online businesses worldwide. According to recent figures from Statista (2025), global e-commerce losses due to online payment fraud are projected to exceed $100 billion by 2029. As fraudsters increasingly exploit IT vulnerabilities, it is imperative for online and brick-and-mortar businesses to fortify their cybersecurity posture.

                  Amidst the current security challenges, payment tokenisation emerges as a technology to future-proof business operations and is projected to reach USD 28.97 billion worth by 2033.

                  This guide explores the concept of payment tokenisation, emphasising its value and role in ensuring credit card payment processing standards for merchants.

                  What is Payment Tokenisation?

                  Tokenisation is the process of substituting sensitive data with non-sensitive values – tokens. It works as a key layer of protection for stored data by replacing card numbers with illegible, surrogate values.

                  During a transaction, payment details are securely transmitted to a trusted payment provider via hosted payment page or through direct API integration.

                  In the hosted payment page flow, the customer is redirected to a secure payment page operated by the payment provider. Here they can enter their payment information. The provider handles data collection, encryption, and transaction authorisation, keeping sensitive information off the merchant’s servers.

                  In the API integration flow, the merchant’s website collects payment details using secure client-side tools. In this case, the merchant is responsible for ensuring full PCI DSS compliance, as sensitive data passes through their systems.

                  Following a transaction, sensitive card data is substituted by a special character sequence. The translation of characters into randomised values refers to the tokenisation process.

                  For merchants who are not PCI DSS compliant, storing sensitive information on their side is not allowed. In these cases, the third-party payment provider retains the sensitive data and the tokens for future use, while merchants don’t retain any sensitive information.

                  This method is one of the key cybersecurity best practices to ensure payment providers remain compliant with PCI DSS and is also crucial for merchants using API integration to store sensitive data.

                  Different Types of Tokens

                  There are different types of tokens available to merchants, offering different levels of complexity and security. Simple tokens refer to randomised reference numbers that are unidentifiable and unrelated to customer data. They provide a high level of security when implemented correctly by a reputable payment provider.

                  On the other hand, token vaults represent a more complex system of payment security and data handling. Essentially, token vaults are encrypted repositories of original payment data associated with tokens from each customer transaction. Depending on the type of payment gateway integration, either the merchant or the payment provider may retrieve the payment information as needed. Token vaults can also be deployed in cloud environments, mitigating the need for extensive infrastructure.

                  The Value of Tokens

                  In an era where cybersecurity is paramount, failing to secure customer data can come at significant costs. Recently, the IT systems of the UK’s most prominent retailers suffered significant downtime following a series of cyberattacks. They were prevented from serving their customers as a result. As the consequences of these attacks continue to linger, affected UK retailers are working overtime to get back on track. In these situations, the use of tokenisation payment security has partly helped prevent what could have been a catastrophic breach. Reducing the risk of a lateral exploitation of customer data. In fact, using payment tokens, retailers avoid the need to encrypt and retain sensitive payment details. This lowers the risk of attacks, breaches, and noncompliance with ever-changing payment processing and data security policies.

                  Tokenisation also enables seamless customer experiences, addressing a crucial customer demand – convenience. In fact, with tokenisation enabling one-click checkouts, customers avoid re-entering card details and access a seamless shopping experience, meeting an important need for comfort and familiarity for consumers.

                  Finally, from a regulatory perspective, compliance with PCI DSS is mandatory for payment providers and merchants specifically using API integration within payment gateways to store sensitive information. In this regulatory context, tokenisation becomes a straightforward strategy to meet fundamental data handling legal requirements. In an era of rising cyber threats and increasing customer expectations, tokenisation offers merchants a scalable, effective, and future-ready approach to safeguarding sensitive data, building trust, and preserving business integrity.

                  • Cybersecurity in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  5 June 2025

                  Estimated Read time

                  3Mins

                  The final day at Money20/20 Europe 2025 was packed with more insights on the future of FinTech, from banks to borderless innovation.

                  Money20/20 Conference Themes & Tracks

                  Money20/20 Europe 2025 is structured around four thematic content tracks:

                  • Digital DNA – Exploring core infrastructure, platform strategies, and foundational technologies.
                  • Embedded Intelligence – AI, machine learning, data strategies, and real-time analytics.
                  • Beyond Fintech – Partnerships between fintechs and other sectors like retail, health, and climate.
                  • Governance 2.0 – Regulation, digital identity, privacy, and ESG compliance.

                  Day three featured more impactful sessions across all four pillars, offering attendees more valuable insights and strategies for innovation.

                  Highlights from Key Sessions at Money20/20 Europe:

                  How to Create and Leverage FinBank Partnerships

                  The discussion focused on the evolution and success of FinTech partnerships with banks. Key points included the shift from transactional partnerships to more collaborative, value-driven relationships, emphasizing joint KPIs and product creation. 

                  Alex Johnson, Chief Payments Officer, Nium

                  “You really have to differentiate. You really have to stand out for a bank to say, ‘Yeah, I like what you offer enough to go through, six months of onboarding.’ Dare I say, maybe more.”

                  John Power, SVP, Head of JVs & AQaaS, Fiserv

                  “The legacy system, it’s a fact of life. They’re there. They’re pervasive. They’re going to be here for a long time, and banks historically have made huge investments in those platforms and systems. So I think both the challenge for the for the bank and the opportunity for the FinTech is, how do you at the front end of those legacy systems develop new products that can scale and that you can bring cross border easily and readily.”

                  Cecilia Tamez, Chief Strategy Officer, Dandelion Payments

                   “It really is cutting the line to be able to deliver opportunity for customers and to be able to expand propositions for new customers.”

                  “The economic development supply chains shifting to low to middle income countries are incredibly important right now, and cross border payment rails have not been good in low middle income countries.”

                  Where Fintech goes Next: Tapping into Platforms and Verticals 

                  The discussion centred on the democratisation of financial services through embedded finance. The panel emphasised the importance of data quality, personalisation, and strategic partnerships in delivering seamless financial experiences – ultimately enhancing customer satisfaction and improving business efficiency.

                  Hiba Chamas, Growth Strategy Consultant – Independent

                  “Embedded finance is going to be defined by region and use cases.”

                  Amy Loh, Chief Marketing Officer – Pipe

                  “Small businesses don’t want to manage their business through a bunch of different tools that are stitched together. They’re looking to platforms to do everything for them and keep high end services.”

                  Zack Powers, VP Commercial & Operations – Mangopay

                  “Most platforms or merchants out there trying to diversify revenue, and they will get auxiliary revenue, or maybe get primary revenue through FinTech activity.”

                  The Neobanks Strike Back

                  ​​In a dynamic exploration of neobanking’s evolution, Ali Niknam revealed bunq’s remarkable journey from a tech-driven startup to a sustainably profitable digital bank. By leveraging AI across every aspect of their operations, bunq has transformed traditional banking, reducing support times to mere seconds and creating a hyper-personalised user experience. Niknam emphasised the power of user-centricity, showing how innovative features like simple stock trading and multi-language support can democratise financial services.

                  The bank’s strategic approach – focusing on user needs rather than investor expectations – has enabled them to expand thoughtfully, with plans to enter the UK and US markets. By embracing technological change and maintaining a relentless commitment to solving real customer problems, bunq exemplifies the next generation of banking.

                  Ali Niknam, Founder & CEO, bunq


                  “Somewhere in the 70s, we let go of the gold standard, and now currencies are basically floating. The only reason why a dollar or a euro is worth what it’s worth is because of trust and perception. Philosophically, it’s very logical that we have found another abstraction layer by introducing stablecoin, which is not much else than a byte number that has a denomination currency as a backing asset that itself doesn’t have anything as a backing asset. A lot of people might ask, ‘Why would you need a stablecoin? We have euros. I go get a coffee, pay with Apple Pay or cash.’ But there are many countries on this planet where the local currency is not stable. If your country has an inflation rate of 30,000% like Zimbabwe, you would really love to use a different currency. The US dollar has been the currency of choice, but as a normal person, you cannot access the US dollar. A US dollar stablecoin that you can access by simply having a mobile phone – that’s going to be transformational for large groups of people.”

                  Innovating When Regulation Can’t Keep Up: Lessons from NASA 

                  Lisa Valencia covered an array of topics, from her 35 year career at NASA and Guinness World Record to the rise of private entities like SpaceX, which has launched 180 missions this year, and the increasing role of public-private partnerships in space exploration. The speaker also touched on international collaborations, particularly with the European Space Agency and the Italian Space Agency, and the potential for space tourism and colonization of the moon.

                  Lisa Valencia, Programme Manager/Electrical Engineer – Pioneering Space, LC (ex NASA)

                  “Back in the day, NASA got 4% of the national budget. Now it’s down to just 0.1%, so we’ve had to get creative with private partnerships. SpaceX is the perfect success story. They came to us in 2007 needing money after some rocket mishaps, and look at them now! From my balcony, I see their launches every other day. They’re planning 180 launches this year alone.Talk about a return on investment!” 

                  “We’re planning to colonise the South Pole on the moon. The idea is to extract water and hydrogen from the regolith—both for living there and for fuel.”

                  Scaling Internationally in 2025: Funding, Innovating, and Breaking into New Markets

                  The conversation focused on the growth and strategy of fintech companies, particularly those with a strong presence in Europe and the US. The panel featured Ingo Uytdehaage, CEO and co-founder of Adyen, and Alexandre Prot, CEO of Qonto. Both leaders expressed a preference for organic growth over acquisitions, emphasizing the importance of scaling efficiently before pursuing an IPO.

                  Ingo Uytdehaage, CEO and co-founder of Adyen

                  “I think an important part of scaling a company is not just thinking about your product, but also considering the markets you want to address, and how you ensure you become local in each country.”

                  “We realised over time that if we really want to bring the customers, we need to have the best licenses to operate. A banking license gives you a lot of flexibility.” 

                  “Being independent from other companies, other financial institutions, that gives you flexibility to build what your customers really want.”

                  “I think it’s very important, also in Europe, that we continue to be competitive. If you think about regulations and AI, we shouldn’t try to do things completely differently compared to the US.”

                  Alexandre Prot, CEO of Qonto

                  “We need to be very strict about tech integration and avoiding legacy which slows us down.”

                  “We still need to scale a lot before we have a successful IPO. A few team members are working on it and getting the company ready for it. But, the most important thing is just scaling efficiently in the business, and maybe an IPO would be welcome in a couple of years.”

                  Putting The F in Fintech

                  The panel discussion focused on the role of women in FinTech based on personal experiences.

                  Iana Dimitrova, CEO, OpenPayd

                  “At times, being underestimated is helpful, because if you’re seen as the competition, driving an agenda is becoming more difficult. So what I found, actually, over a period, is that bringing your emotional intelligence, leaving the ego outside of the outside of the room, and just focusing on execution is is incredibly helpful.” 

                  Megan Cooper, CEO & Founder, Caywood

                  “The moment we start defining ourselves as like a female leader or a female entrepreneur, you almost kind of put yourself in a bit of a box. And so I think just seeing yourself on an equal playing field and then operating it on an equal playing field and interacting in that way is quite advantageous.”

                  “We can’t just want diversity and hope it happens. We actually have to be intentional about creating it.”

                  Valerie Kontor, Founder, Black in Fintech

                  “Black women make up 1.6% over the FinTech workforce, but when we look at the financial reality of black women by the age of 60, only 53% of black women have enough money in their bank account to retire. We need to start marrying people in FinTech and the people that we need to serve.”

                  Money20/20 Europe 2025 closed its doors but the next edition of the conference will return to Amsterdam from June 2–4, 2026, promising to continue the tradition of shaping the future of financial services…

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto
                  • Cybersecurity in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • Host Perspectives
                  • InsurTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  4 June 2025

                  Estimated Read time

                  4Mins

                  Day two of Money20/20 Europe 2025 at RAI Amsterdam continued the momentum with a focus on digital assets, stablecoins, and…

                  Day two of Money20/20 Europe 2025 at RAI Amsterdam continued the momentum with a focus on digital assets, stablecoins, and the evolving regulatory landscape. The event attracts over 8,000 attendees, including FinTech leaders, investors, and policymakers, all eager to explore the future of finance.

                  Money20/20 Conference Themes & Tracks

                  Money20/20 Europe 2025 is structured around four thematic content tracks:

                  • Digital DNA – Exploring core infrastructure, platform strategies, and foundational technologies.
                  • Embedded Intelligence – AI, machine learning, data strategies, and real-time analytics.
                  • Beyond Fintech – Partnerships between fintechs and other sectors like retail, health, and climate.
                  • Governance 2.0 – Regulation, digital identity, privacy, and ESG compliance.

                  Day two featured more impactful sessions across all four pillars, offering attendees further valuable insights and strategies for innovation.

                  Highlights from Key Sessions at Money20/20 Europe:

                  Digital Wallets and Co-opetition

                  A standout session featured industry leaders from Fluency, Curve, PayPal, and BLIK discussing the competitive yet collaborative nature of Europe’s digital wallet ecosystem. The panel delved into how traditional financial institutions and FinTech startups are navigating partnerships and competition to enhance user experiences and expand market reach.

                  Africa’s Fintech Innovation

                  Another significant discussion spotlighted Africa’s role in global fintech innovation. Representatives from 500 Global, Tech Safari, and Moniepoint highlighted how African startups are leveraging technology to drive financial inclusion and create scalable solutions that could influence global markets.

                  Digital Assets

                  A standout session featured Waqar Chaudry, Head of Digital Assets for Financing & Securities Services at Standard Chartered. In a fireside chat titled “The Digital Assets Opportunity: How Banks Can Win at Web3,” Chaudry, alongside Sygnum Bank’s Aliya Das Gupta, delved into the evolving landscape of digital assets.

                  Chaudry highlighted Standard Chartered’s initiatives in digital asset custody, tokenisation, and the launch of tokenised money market funds. Furthermore, he discussed the development of stablecoin solutions aimed at improving liquidity and settlement times. Chaudry underscored the importance of banks adopting robust digital asset strategies to meet growing client demands and navigate the complex regulatory environment. Drawing from his regulatory background at the Abu Dhabi Global Market, Chaudry provided a unique perspective on balancing innovation with compliance.

                  WealthTech Evolution

                  Leaders from Raisin, Upvest, and PensionBee explored the transformation of wealth management through AI and APIs. The panel emphasised the importance of personalised financial services and the integration of technology to meet the evolving needs of consumers.

                  Central Bank Digital Currencies (CBDCs)

                  A fireside chat with officials from the European Central Bank and the Bank of England provided insights into the development of the digital euro and pound. The discussion covered technical challenges, regulatory considerations, and the potential impact of CBDCs on the financial ecosystem.

                  Navigating the Evolving Cyber Threat Landscape

                  The financial services sector faces an unprecedented convergence of threats with sophisticated cyber attacks and the rise of new technologies… Recorded Future CEO Christopher Ahlberg assessed the evolving threat landscape and strategies for building secure digital ecosytems. He was joined by In Security CEO Jane Frankland and Mastercard EVP Johan Gerber

                  Networking, Partnerships, and Brand Activations at Money20/20

                  Notable Announcements:

                  • Money20/20 and FXC Intelligence Report: A collaborative report titled “How Will Europe’s Money Move in the Future?” was released, offering insights into the future of European cross-border payments and the impact of emerging technologies.
                  • Policy Exchange Roundtables: Money20/20 introduced focused roundtable discussions involving central banks, regulators, and industry leaders to address critical regulatory challenges in the digital financial landscape

                  Day two of Money20/20 Europe 2025 underscored the dynamic interplay between traditional financial institutions and emerging FinTech innovations. Discussions on digital assets, stablecoins, and regulatory frameworks highlighted the industry’s commitment to embracing change while ensuring stability and compliance. The second day underscored the event’s role as a catalyst for innovation, collaboration, and growth within the fintech industry. As the conference progresses, stakeholders remain focused on shaping a resilient and inclusive financial future.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • Host Perspectives
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  3 June 2025

                  Estimated Read time

                  6Mins

                  Money20/20 Europe 2025 opened its doors to a full-capacity audience at the RAI Convention Centre in Amsterdam. Bringing together the…

                  Money20/20 Europe 2025 opened its doors to a full-capacity audience at the RAI Convention Centre in Amsterdam. Bringing together the world’s leading innovators, institutions, investors, and influencers from across the fintech and financial services spectrum. With more than 8,000 delegates from over 2,300 companies in attendance, the opening day set a high-energy, insight-rich tone for the rest of the week.

                  “Money Morning Live”

                  The day kicked off with “Money Morning Live”. A signature fast-paced keynote session hosted by Tracey Davies (President of Money20/20), Scarlett Sieber, and Zachary Anderson Pettet. The morning show served as a pulse check for the industry. Combining thought leadership with entertainment to engage both newcomers and veterans.

                  Rahul Patil, CTO of Stripe, delivered a keynote on AI’s role in payments infrastructure. Highlighting how machine learning is now essential for fraud detection, customer service, and onboarding. He emphasised AI should not merely be viewed as an efficiency tool, but as a strategic pillar to create personalised user experiences. And deliver scalable innovation across markets.

                  David Sandstrom, CMO at Klarna, reflected on the Swedish FinTech giant’s evolution, particularly its use of generative AI for customer engagement and internal operations. Sandstrom noted Klarna’s AI assistant, which now handles two-thirds of its customer queries globally, has dramatically improved both customer satisfaction and cost efficiency.

                  Money20/20 Conference Themes & Tracks

                  Money20/20 Europe 2025 is structured around four thematic content tracks:

                  • Digital DNA – Exploring core infrastructure, platform strategies, and foundational technologies.
                  • Embedded Intelligence – AI, machine learning, data strategies, and real-time analytics.
                  • Beyond Fintech – Partnerships between fintechs and other sectors like retail, health, and climate.
                  • Governance 2.0 – Regulation, digital identity, privacy, and ESG compliance.

                  Day one featured impactful sessions across all four pillars, offering attendees valuable insights and strategic foresight.

                  Highlights from Key Sessions at Money20/20 Europe:

                  Open Banking & Payment Rails

                  “Putting the Bank Back in Open Banking Payments”, saw speakers from Token.io, Santander, and BNP Paribas examine how banks are reclaiming relevance in the open banking conversation. While FinTechs initially led the charge, the panel noted banks now play a crucial role in building trusted, interoperability, and high-volume “pay by bank” solutions. The debate touched on customer adoption hurdles, PSD3’s role in shaping future APIs, and the monetisation challenges still plaguing the open banking model.

                  Card Issuance at Scale

                  In a fireside chat led by Thredd’s President Jim McCarthy, representatives from Railsr, Worldpay, Flagship Advisory, and Caxton discussed the complexities of issuing card programs globally. The group addressed fragmentation across regulatory environments. Especially in regions like LATAM and Asia-Pacific. They urged the need for programmatic flexibility, local compliance, and better BIN management. The panel agreed that the future of card issuing lies in seamless orchestration between platforms, banks, and third-party fintechs.

                  Agentic AI: Ready for Prime Time?

                  A standout session focused on the concept of Agentic AI — autonomous agents capable of completing financial tasks without manual prompts. Industry leaders from NVIDIA, bunq, and Visa debated how ready the financial services sector truly is for deploying such systems. While the technology is progressing rapidly, concerns around regulatory clarity, model interpretability, and risk frameworks remain.

                  NVIDIA’s Head of Financia Technology, Jochen Papenbrock, stressed the need to democratise access to compute infrastructure. And bunq’s AI evangelist, Ali El Hassouni, showcased how the challenger bank is testing semi-autonomous agents in customer support workflows. Meanwhile, Visa SVP for Products & Solutions, Mathieu Altwegg, emphasised the importance of embedding guardrails in agentic systems to ensure ethical AI practices. Especially in credit scoring and wealth advisory roles.

                  Scaling AI Across the Enterprise

                  A collaborative session featuring leaders from Stripe, Starling Bank, AWS, and Swift delved into the challenges of scaling AI initiatives beyond prototypes. The discussion spotlighted the importance of clean, real-time data pipelines, strong governance structures, and cross-functional collaboration between engineering, data science, and compliance teams.

                  Networking, Partnerships, and Brand Activations at Money20/20

                  Notable announcements:

                  Beyond the conference rooms, the exhibition floors buzzed with product demos, startup pitches, and impromptu huddles among VC firms, banks, and emerging FinTechs. Exhibitors such as Plaid, Adyen, Marqeta, and Fireblocks showcased new tools for embedded finance, real-time treasury management, and blockchain settlement.

                  • Wise teased a new enterprise FX tool tailored for SMEs.
                  • Checkout.com introduced an AI-enhanced fraud prevention dashboard.
                  • Avalanche Foundation launched an initiative to bring blockchain-based micro-insurance products to underserved markets in Eastern Europe.

                  Stablecoin News: Institutional Interest Accelerates

                  A particularly significant development emerged around stablecoins, with clear signals that regulated, bank-issued digital currencies are entering a new phase of maturity:

                  • U.S. Megabanks Signal Joint Stablecoin Initiative
                    Executives from JPMorgan Chase, Wells Fargo, Bank of America, and Citigroup confirmed that initial groundwork has begun on a joint U.S. dollar-denominated stablecoin, subject to the passage of the pending GENIUS Act (Guiding and Establishing National Innovation for U.S. Stablecoins).
                    The stablecoin aims to offer faster, cheaper cross-border settlement and programmable liquidity for enterprise clients. Bank leaders emphasized that this would complement, not replace, traditional banking rails.
                  • Ripple Expands in the UAE
                    In a regional announcement, Zand Bank and fintech firm Mamo revealed a partnership with Ripple, using its blockchain infrastructure to enable real-time, low-cost cross-border remittances. This move, anchored in the UAE’s pro-digital asset stance, aligns with broader ambitions to make the country a hub for regulated digital currencies.
                  • Institutional Stablecoin Custody
                    Panels featuring speakers from Fireblocks, Anchorage Digital, and Circle addressed the evolving role of stablecoins in treasury operations and FX management. There was widespread agreement that tokenised cash equivalents, including USDC and EURC, are increasingly being used for short-term settlement and yield farming, particularly in Asia and Europe.

                  These discussions signalled a broader institutional acceptance of stablecoins, with an emphasis on compliance, transparency, and integration into traditional finance rather than bypassing it.

                  Day one of Money20/20 Europe 2025 delivered on its promise of convening the brightest minds to create the future of finance. From headline-grabbing keynotes and deep-dive panels to global product launches and off-stage networking, the conference created a rich mix of thought leadership, practical innovation, and human connection.

                  Whether it was the evolution of AI in banking, the future of programmable money, or the balance between innovation and regulation, the discussions revealed a clear consensus: collaboration will define the next chapter of FinTech. Day two at Money20/20 promises even more, with upcoming sessions on decentralised finance, digital identity, and CBDCs.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • Host Perspectives
                  • Neobanking

                  Author

                  Dave Murphy

                  Published

                  2 June 2025

                  Estimated Read time

                  4Mins

                  Dave Murphy, Head of Financial Services EMEA & APAC at Publicis Sapient, on unlocking data to unleash the intelligence with AI

                  In today’s financial services landscape, the promise of artificial intelligence is everywhere… Hyper personalisation, intelligent automation, real-time insights, and AI-assisted customer experiences. But here’s the truth: AI doesn’t run on ambition. It runs on data.

                  If your customer and transactional data remains locked inside monolithic core systems, even the most sophisticated AI will underdeliver. The most effective path to AI-powered transformation isn’t a complete rebuild of your core – it’s strategic decomposition. By making high-quality data available in near real-time to your channels and platforms, banks can unlock AI’s full potential without overhauling their entire architecture.

                  At Publicis Sapient, we believe unlocking your data is the critical enabler for harnessing the full value of AI across the financial enterprise. It is no longer necessary to completely rebuild your core infrastructure. Instead, what’s required is strategic decomposition of monolithic systems to ensure near real-time data availability to your channels and AI applications.

                  The Data Access Conundrum

                  Banks are acutely aware that their legacy systems create data silos. Research reveals that 70% of banks’ IT budgets are still spent on maintaining legacy systems. Moreover, more than half cite the limitations of their core as the primary barrier to transformation.

                  Despite a shared recognition of the need to change, many institutions remain hesitant, concerned by the perceived complexity, cost and risk of restructuring their data architecture and overhauling foundational platforms. But this hesitation comes at a cost. As customers demand more personalised and seamless experiences, and digital challengers launch AI-enabled services at speed, traditional institutions risk falling behind.

                  Why Data Accessibility Unlocks AI’s Potential

                  The simple truth is: AI cannot thrive in isolation. It needs high-quality, accessible, and timely data. It needs customer and transactional information that’s available near real-time. And it needs a composable, event-driven architecture where data can flow freely across customer journeys and operational workflows.

                  Decomposing monolithic core banking systems enables all of this. By creating strategic APIs and data layers, banks can liberate critical information from legacy platforms and make it available to AI-powered services without the need for complete core replacement. In our work with leading banks globally, we’ve seen accessible data unlock:

                  • 1:1 personalisation at scale
                  • Real-time fraud detection and risk modelling
                  • AI-assisted customer onboarding and service
                  • Automation across lending, compliance and operations

                  This is not theoretical. It’s already happening. In one engagement, we helped a regional bank transform its operating model via a phased core modernisation programme – delivering a one-to-one return on investment over five years by shifting from reactive IT spend to proactive value creation through accessible data.

                  Progressive, Not Paralysing

                  One of the biggest myths around core modernisation is that it requires a disruptive, ‘big bang’ transformation. That’s no longer the case. Advances in architecture, engineering tools, and AI-powered development platforms – such as our own Sapient Slingshot – now make it possible to modernise progressively and liberate critical data, rather than rebuilding everything from scratch.

                  Techniques like multi-core routing, event-driven orchestration and domain-driven design allow banks to gradually make customer and transactional data available near real-time to channels and AI applications – all without jeopardising day-to-day operations or requiring full core replacement.

                  Reorienting Around Data and People

                  Technology alone is not enough. Successful transformation requires a cultural shift – one that reorients the organisation around data, agility, and human outcomes. The future-ready bank is not only AI-enabled but data-led and human-centric.

                  By unlocking and democratising data through modern architecture, banks can power everything from predictive decision-making to better colleague collaboration. We are already seeing leading firms embed AI into their customer and employee journeys. Not as add-ons, but as integral parts of reimagined experiences built on liberated data.

                  The Future Belongs to the AI-Enabled

                  As AI capabilities continue to evolve, the divide between data-rich and data-poor, and AI-enabled and AI-limited institutions will widen. The leaders will be those that treat transformation not just as a technical challenge, but as a strategic imperative – reshaping how they operate, compete and serve.

                  Now is the time to act. Unlocking your data through strategic core modernisation is no longer a question of ‘if’, but ‘how’. Because in the age of AI, the intelligence of your bank will only ever be as strong as the data it can access and learn from, and ultimately the systems that underpin it.

                  Find out more from Publicis Sapient about core modernisation here

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  30 May 2025

                  Estimated Read time

                  3Mins

                  From June 9-13, London Tech Week gathers investors, enterprises, and startups from around the world to network, learn, and solve the most pressing challenges facing the IT sector.

                  London Tech Week 2025 is coming. The event will take place from June 9–13 at Olympia London, and is one of the world’s largest tech events, drawing over 45,000 attendees from across 90 countries. Designed to bring together the innovators creating the technologies of the future, the investors who fund them, and the enterprise tech leaders who adopt them, the event is one of the most impactful gatherings of tech professionals in the industry. 

                  “Innovators. Investors. Tech giants. The visionaries applying new tech to solve the world’s biggest problems. Enterprise tech leaders who are creating solutions to make work easier and life more fun,” according to the event website. “They all come to London Tech Week to see where tech will take them next.”

                  This year, London Tech Week is expanding, occupying double the space at Olympia, new features and a whole new experience. Keynote and expert speakers at this year’s event include: Dame Melanie Dawes, Chief Executive at Ofcom; Darren Hardman, Corporate VP & CEO at Microsoft UK; Dr Jean Innes, CEO of the Alan Turing Institute; Sir Tim Berners-Lee, inventor of the World Wide Web; renowned science educator and broadcaster, Professor Brian Cox; and many, many more. 

                  This year’s event targets key demographics across the tech space, including… 

                  Startups 

                  Attending this year’s event are future unicorns, top investors and the tech leaders of tomorrow. Attendees have the opportunity to connect with visionary founders from some of the UK and Europe’s most exciting startups, and learn how they’re approaching funding, scaling, and solving some of the world’s most pressing challenges.

                  Enterprise 

                  Attendees will also have the opportunity to learn how large corporates are pushing the boundaries of innovation by embracing emerging technologies. This year’s London Tech Week will feature insights from top industry leaders about how they are driving productivity, efficiency, and competitiveness across various sectors.

                  Investors 

                  London is home to a world class investment ecosystem, with VCs, CVCs and angel investors. Many will be attending this year’s event — on the lookout for their next venture. The London Tech Week 2025 enhanced app is designed to help startups and other investment-seekers find people with the right profile in order to maximise their time at the event.

                  “London Tech Week is THE gathering spot, not even in London or in the UK, but in Europe. You can meet wonderful tech companies here.” – Canva
                  Image courtesy of London Tech Week 2025.
                  Image courtesy of London Tech Week 2025

                  The Fringe 

                  The London Tech Week Fringe Event programme takes place from 9 – 13 June across London, featuring smaller organisations and niche topics you won’t find on the more mainstream technology conference circuits. The event’s partners cover a wide range of topics from emerging areas to established industry trends. This year the event it featuring fringe events covering SpaceTech, Healthcare, Areospace & Automotive, Investment, AI, Entrepreneurship, and more. 

                  Learning Labs 

                  Back for its second year at London Tech Week, the Learning Labs offer diverse content and learning opportunities. These sessions, presented by our leading event sponsors, cater to all experience levels. Learn about The Tech Lifecycle, AI and Data Integration, Natural Intelligence, Building a Strong Digital Core, and more.
                  Learn more about attending London Tech Week 2025 here.

                  • Artificial Intelligence in FinTech
                  • Cybersecurity in FinTech
                  • Event Newsroom

                  Author

                  Dan Brightmore

                  Published

                  29 May 2025

                  Estimated Read time

                  4Mins

                  Recorded Future’s CISO, Jason Steer, looks at how FinTechs can advance the maturity of threat intelligence programmes to strengthen the resilience of cybersecurity and deliver tangible ROI

                  Data from the UK government’s Cybersecurity breaches survey for 2025 paints a stark picture for FinTechs. 48% of finance or insurance businesses identified a cybersecurity breach or attack in the last 12 months. Similar numbers have been reported by Mastercard. A survey of 5,000 small and medium-sized businesses across four continents revealing that 46% have suffered a cyberattack. It’s increasingly becoming clear that it’s a case of ‘when’ and not ‘if’ a business will be targeted by cybercriminals.

                  The growing urgency surrounding cyberattacks is helping drive a strategic shift in how organisations approach threat intelligence. When everything becomes urgent, it becomes increasingly complex to determine what is and isn’t a priority. Taking decisive and impactful action can be challenging. Threat intelligence is helping to solve this problem. With the right intelligence provider, people and processes, threat intelligence can prove a crucial part of a cybersecurity programme. It enables FinTechs to create an understanding of the who, what, how, when and why of security risks. This is pivotal for managing, accepting and reducing risk, and delivering wider ROI.

                  Automated Intelligence for Cybersecurity

                  The effectiveness of a Cybersecurity programme ultimately depends on a combination of people, processes, products and policies. Threat intelligence can add value in each of these areas. Identifying and prioritising the threats which matter most to an organisation. Not all threats carry the same level of risk. By narrowing focus to the most relevant and probable attacks, FinTechs can strengthen their overall preparedness and resilience.

                  Threat intelligence can provide actionable insights to better anticipate potential attacks and address vulnerabilities. This can help to prevent a security breach, minimise the possible impact of an attack and improve overall responsiveness. It’s for these reasons that threat intelligence can deliver tangible ROI, in both the short and long term.

                  Without automated threat intelligence and context, Cybersecurity teams can be swamped with time-consuming manual workflows required to gather and analyse data. Alongside this, manual alert triage, investigation and response processes can prove time and resource intensive, as well as being slow. A recent report by Recorded Future shows how automated threat intelligence can overcome these challenges. Cybersecurity teams can save nearly 11 hours each week by streamlining threat detection. They can then move straight to responding to relevant alerts more quickly. A similar amount of time per week was also saved through more efficient threat analysis, hunting and reporting. This enables valuable security resources to shift to other meaningful tasks that expand and grow their skills. Moreover, improving the overall security posture of their organisation.  

                  Further findings from the report show examples of businesses automating 70% of manual security workflows, cutting investigation times by 50% and driving a 30% reduction in response times. Teams can work more efficiently and effectively to minimise downtime. Average billion-dollar businesses investing in threat intelligence recovered over $19,000 per month in revenue. This was due to reduced downtime, according to the Recorded Future report. That figure doesn’t account for the additional impacts of downtime, such as erosion of customer trust, productivity losses, and recovery expenses.

                  Protecting Brand Reputations

                  Threat intelligence also had a marked impact on cyber insurance costs, with organisations reporting reduced premiums of nearly $30,000 a year. Further ROI can be experienced through the mitigation of risks on brand reputation – something that’s particularly important in financial services, where customers want to be confident that their money and financial interests are being placed in safe hands. People need to be able to trust the FinTechs they do business with, and typosquats – illegitimate but similar-looking web domains – can quickly erode this trust.  

                  Typosquats can be quickly identified, whether it’s company logos or brands being abused, and removed through the comprehensive understanding of digital footprints provided by threat intelligence. This can prove crucial in minimising the risks of phishing and safeguarding customers from inadvertently disclosing personal information to cybercriminals. 

                  Cybersecurity Resilience

                  Cybersecurity resilience powered by threat intelligence can deliver cross-functional value across a whole organisation. It can help FinTechs to align their organisations and customers with real risks, rather than hypothetical ones, to effectively manage and mitigate the growing issue of cyberattacks. This starts by defining an organisation’s security priorities and assessing threats in the context of risk to the FinTech. It’s an important first step to determining that not all vulnerabilities will be exploited, and not all threat actors pose an immediate risk, creating opportunity to focus on addressing the actual issues that are genuinely urgent and could actually harm people, assets and business.

                  To find out more about how advanced threat intelligence solutions can deliver team productivity improvements and business and brand risk reduction impact, download Recorded Future’s ROI for Cybersecurity Teams report.

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  28 May 2025

                  Estimated Read time

                  2Mins

                  Join 6,000+ attendees at Javits Center, New York June 4-5 for InsurTech Insights USA

                  More than 6,000 of the world’s leading executives, entrepreneurs and investors will gather for the fastest-growing InsurTech conference. Improve your knowledge on challenging and strategic issues relevant to any organisation. Stay on top of future trends and seize new opportunities. Expand your toolbox and effectively solve the challenges of today and tomorrow. Join the decision makers and gain new insights from over 400 expert speakers, including representatives from AXA, MetLife, Munich Re, Gallagher and more.

                  Join the InsurTech Revolution

                  The insurance industry, no stranger to gauging risk, is facing one of the most disruptive periods in its history. Artificial intelligence, Machine Learning, Internet of Things, Blockchain, Data & Analytics, and other emerging technologies are enabling many startups to chip away at incumbent businesses. How can you transform, disrupt, and compete in the age of InsurTech?

                  Join 6,000 attendees – from Insurers, InsurTechs and Investors – taking a strategic approach in a competitive landscape.

                  Insurtechs

                  • Understand the market and problems you are challenged with solving
                  • Sharpen your proposition and identify what parts of the insurance value chain are ripe for innovation
                  • Build awareness by networking with investors and insurance executives

                  Insurers

                  • Forge commercial partnerships and explore new ways of doing business
                  • Learn how InsurTech fits in with your innovation agenda
                  • Find where to gain competitive edge and find opportunities for growth in 2025
                  • Discover how to adopt a culture that embraces innovation from the top down

                  Investors

                  • Meet the entrepreneurs shaping the future of insurance
                  • Develop partnerships with insurance companies
                  • Take the right approach in an increasingly strategic and competitive landscape
                  • See where the money is going in 2025

                  Book your tickets here.

                  • Event Newsroom
                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  27 May 2025

                  Estimated Read time

                  5Mins

                  Leading US banks, including JPMorgan Chase, Bank of America, Citigroup, and Wells Fargo, are in preliminary discussions to launch a…

                  Leading US banks, including JPMorgan Chase, Bank of America, Citigroup, and Wells Fargo, are in preliminary discussions to launch a joint stablecoin. This initiative aims to provide a regulated alternative to existing cryptocurrencies, facilitating faster cross-border transactions and enhancing liquidity in digital markets.

                  The project is contingent on the passage of the Guiding and Establishing National Innovation for US Stablecoins Act (GENIUS Act), which seeks to establish a regulatory framework for stablecoin issuance by banks and nonbanks.

                  Stablecoin Growth

                  The stablecoin industry could reach a $2.5 trillion market cap by 2030, according to one estimate, up from the current $248 billion.

                  New legislation that aims to regulate stablecoins, a type of cryptocurrency whose value is pegged to another asset, is on its way to a vote in the US Senate, reports MarketWatch.

                  Should the bill become law, crypto bulls see potential for it to drive wider adoption of dollar-linked stablecoins, and possibly to strengthen the battered U.S. dollar. Cryptocurrencies also may end up playing a much bigger role in the broader financial system, analysts said.

                  The bill, called the Guiding and Establishing National Innovation for US Stablecoins Act – or Genius Act – aims to provide a regulatory framework for stablecoins and their issuers. If enacted, it would be the first legislation in the US regulating the $248 billion stablecoin market. 

                  Stablecoins could play a more important role in financial markets down the road because they can serve as a bridge between traditional finance and the $3.3 trillion crypto market. Furthermore, they can facilitate trading, borrowing and lending in the crypto ecosystem. Currently, 83% of stablecoins are denominated in U.S. dollars, according to a recent note from Deutsche Bank.

                  Here are four ways the proposed bill could change the stablecoin market:

                  More stablecoin issuance

                  If the Genius Act becomes law, it could greatly lower the regulatory risks for issuers of stablecoins and provide a much clearer path for legal compliance in terms of product design, the Cato Institute’s Schulp said in a phone interview. 

                  While there are already hundreds of stablecoin issuers, the market is dominated by two stablecoins: One is known as USDT, which is issued by Tether, and another is USDC, a dollar-backed stablecoin developed by Circle. USDT and USDC account for 61% and 24%, respectively, of the market share in terms of market capitalization, according to data from CoinMarketCap. As of February, Tether was the 21st-largest foreign holder of US Treasurys, after the United Arab Emirates and Germany, according to Deutsche Bank. Meanwhile, Circle filed for an initial public offering last month.

                  If the Genius Act clears up regulatory uncertainty, more companies that have been on the sidelines are likely to launch their own stablecoins, according to Thomas Cowan, head of tokenisation at Galaxy Digital, a crypto financial services firm. He expects stablecoin issuance from traditional payments institutions to pick up if the bill becomes law, given that companies would “have the rules of the road,” he said in a phone interview. He also thinks the technology could help more companies transform their back-end systems.

                  On that front, Bank of America Chief Executive Brian Moynihan said in February that the bank was likely to issue a stablecoin once legislation was passed. Fidelity also said its digital-assets arm has been testing a stablecoin. 

                  More tokenised products 

                  Cowan said he also expected to see more tokenised financial assets, such as bonds or equities, being launched in the next 18 months if the Genius Act becomes law. Tokenization refers to the digital representation of assets on a blockchain. 

                  Stablecoins are the “bedrock” of tokenisation, as a dollar-backed stablecoin is essentially a tokenised dollar, Cowan said. “If stablecoins are increasingly looked at as a default, we’ll see the rest of the industry begin to go up on the risk curve and begin to monetise other financial assets” such as stocks and bonds.

                  Wall Street heavyweights BlackRock and Franklin Templeton launched tokenised money-market funds in 2024 and 2021, respectively.

                  Wider crypto adoption

                  If the stablecoin bill gets passed, it could increase the adoption of digital assets in general, noted Gannon at Davis Wright Tremaine. He expects the stablecoin market cap to reach $2 trillion to $2.5 trillion by 2030.

                  Traders often park their assets in stablecoins instead of fiat currencies when trading crypto to enable faster transactions. Stablecoins also already play a significant role in decentralised finance, supporting crypto lending and borrowing. Decentralised finance refers to financial activities that happen on blockchains and that are executed without middlemen.

                  As more people adopt stablecoins, there “will be more opportunities to use stablecoins in new or better blockchain-based products — to self custody, make purchases, send money, use DeFi [decentralised finance] and more,” Sam Broner, a partner at venture-capital fund a16z crypto, wrote in a recent note. 

                  Support for the dollar

                  The rise of stablecoins may amplify the dominance of the US dollar, noted Jim Reid, head of global macro and thematic research at Deutsche Bank. The greenback’s status as a reliable safe haven was tarnished amid the extreme market volatility earlier this year as Trump aggressively rolled out his tariff agenda.

                  “Essentially, stablecoin providers are acting like money-market funds supporting US short-term debt markets and driving currently non-USD liquidity holdings into USD,” Reid wrote in a recent client note.

                  If the Genius Act becomes law, people in other countries might have more trust in dollar-denominated stablecoins issued by U.S. companies as a way to gain exposure to the greenback and US Treasurys, because reserves of the coins will be attested, noted Dea Markova, director of policy at crypto infrastructure firm Fireblocks.

                  • Blockchain & Crypto

                  Author

                  Dan Brightmore

                  Published

                  23 May 2025

                  Estimated Read time

                  4Mins

                  Intergiro’s CEO, Nick Root, on how payments providers can meet the challenges for cybersecurity in the war on fraud

                  We operate in the trenches of FinTech – real-time, full-stack and fully exposed to the relentless tide of digital fraud. As an embedded payments provider across the EU, Intergiro lives at the bleeding edge where innovation meets exploitation. And let me be clear: fraud isn’t a back-office nuisance anymore. It’s an existential threat. One that every modern financial company, especially those bootstrapped like ours, must treat as core business, not a support function.

                  Right now, 30% of our headcount is dedicated to fraud prevention, compliance and cybersecurity. That’s not a vanity metric – that’s the reality of staying alive in a hostile digital environment. We spend millions annually not just on tooling and infrastructure, but on reimbursing innocent victims. For a company building its future on resilience, programmatic control, and capital efficiency, these costs are brutal. But necessary.

                  The Scamdemic is Here

                  Fraud is no longer a sideshow; it’s the main event. In the past 18–24 months, we’ve seen a sharp escalation. Sweden’s financial police reported an 80% spike in investment fraud between 2022 and 2023. Our internal metrics tell the same story. Spiking fraud attempts, more advanced attack vectors and a user base under siege.

                  And this isn’t abstract. It’s personal. For example, I got hit by a fake Uniqlo storefront. Nearly lost money. Only Intergiro’s own controls saved me. It was a sobering moment: even a FinTech founder can fall victim. For digital natives, that’s embarrassing. For the less tech-savvy – think your parents’ generation – it’s a nightmare. My own father won’t use Uber unless one of us physically adds his card to the app.

                  Understanding the Threat Landscape

                  To address this epidemic, we first need to clarify the categories of fraud. Payment fraud and ID theft are mostly on us – as FinTechs. If a system fails, or a tool is exploited, we own that and cover the loss. But social engineering and investment fraud? They’re tougher. These rely on psychological manipulation – human vulnerabilities we can’t patch with software updates. Still, that doesn’t mean we’re powerless. We just need to shift our lens.

                  Upstream, Not Downstream…Fighting social engineering with regulation is like mopping up the floor while the roof’s still leaking. Necessary, but ultimately reactive. We need to move upstream. Way upstream.

                  Social Media: The Root of the Fraud Problem

                  Over 75% of fraud starts on social platforms. That’s the front door. If we don’t lock it, we’re just chasing shadows. Meta’s FIRE partnership with UK banks is a baby step in the right direction. But let’s be honest – it shifts responsibility onto banks to clean up the mess, while platforms avoid real-time accountability.

                  What we need is a pan-European version of FIRE, backed by the teeth of the Digital Services Act and centralised enforcement. FinTech alone can’t drive this. We need regulators, platforms and providers rowing in the same direction.

                  Public Awareness: Borrowing the Pandemic Playbook

                  Think about this: between 2020–2022, fraud cost the EU €157 billion. That’s not far off the public health spend from COVID. And fraud doesn’t recede – it compounds.

                  In a pandemic, we responded with mass public education: masks, distancing, handwashing. We need the same for digital fraud. A real, coordinated public awareness campaign built around these pillars:

                  • Basic operational security –  Email is not secure. Banks don’t ask for details over email. Wire transfers aren’t reversible like card transactions.

                  • Social media hygiene –  If it smells like a scam; even from a verified blue tick – assume it is. “Stop. Think. Click.”

                  • AI as defence –  The same AI used to create scams can help spot them. Let’s teach users how to turn the tools around – scan that investment pitch, audit that wallet address.

                  Delivery matters here. Dry leaflets won’t cut it. Interactive quizzes, short-form video explainers, browser plug-ins – a toolkit that reaches people where the scams do: in-feed and in-app.

                  Collective Action Against Fraud: Collaboration Over Competition

                  FinTech has a reputation for speed, innovation and competition. But when it comes to fraud, isolation is the enemy. No single firm can win this war alone.

                  We need a secure, privacy-conscious layer for FinTech collaboration. A shared fraud intelligence layer that goes beyond blacklists and blocked BINs. We’re not talking about turning FinTechs into police forces, but enabling programmatic detection through pooled data, shared signals and joint tooling.

                  At Intergiro, we’re already piloting private data-sharing models with other European players. It’s early – but promising.

                  Final Word: It Takes a Village

                  This war against fraud won’t be won in the back office of your local neobank. It needs a whole-of-society effort. Platforms must step up. Regulators must align. And consumers must be trained – not blamed.

                  Fraud isn’t going away. As AI evolves, so will the threat. But so will we – if we move fast, stay dynamic, and invest in people, tools, and partnerships. Not just for ROI – but for resilience.

                  At Intergiro, we’re all in. But we can’t do it alone. If FinTech is the infrastructure of modern commerce, fraud is the fault line beneath it. And we can’t build the future on a fault line.

                  • Cybersecurity in FinTech

                  Author

                  Liselotte Munk

                  Published

                  22 May 2025

                  Estimated Read time

                  6Mins

                  Liselotte Munk, CEO at core insurance solution provider Fadata, on the benefits of InsurTech digitalisation

                  Unpredictable market shifts, weather crises, and increasingly digital-only policy holders are all putting demands on the insurance industry and their ability to deliver a modern, efficient service. Insurers recognise that they need to become more agile and digital. Time-to- market is crucial. What better way to tackle these challenges, than revitalising internal IT departments and empowering them to manage digital transformation?    

                  Insurance Going Digital

                  Insurance digitalisation has been ongoing longer than we have seen in other industries. Thanks to a shift in mindsets, new tech talent, and a wealth of emerging technologies, digital transformation is ramping up. Insurers reclaiming control of their IT strategy, infrastructure, and execution is fuelling the InsurTech surge. The decisive step to nurture and utilise internal IT skills to enhance digital capabilities is solving many pain points. The challenges associated with traditional external implementation are being overcome. Insurers are becoming empowered with agility, reduced infrastructure expenses, and future proofing. All of which is essential to ensuring competitiveness amid the fast-paced evolution of the insurance market.

                  Redefining IT’s Role in the Insurance Value Chain

                  The move to strategic internalisation for digital transformation is as much a strategic and cultural decision as a technical one. Working closely with underwriting, claims, marketing, and distribution to embed digital capabilities across the entire value chain, internal IT departments foster cross-functional collaboration, turning the IT function from a support function into a business enabler. No longer operational backwaters, internal IT departments are central to business strategy. This is why insurers are recognising the need to continually enhance their IT skills to secure future-proofed technology.

                  Insurance Chief Digital Officers (CDOs) are making strong business cases for high level in-house IT capabilities. They argue internalisation of digital transformation is essential for long term success. It ensures critical knowledge is kept within the business, processes are significantly more efficient, and that the cost savings are unquestionable. On top of that, it should be much easier for insurers to attract, recruit and maintain top tech talent when more engaging and strategic career paths are on offer. Ultimately, this also improves retention.

                  IT transformation is also changing the nature of vendor partnerships. Instead of traditional “implementation projects,” insurers are now “onboarding” platforms, and internal teams are taking charge of leading configuration and long-term evolution. Shifting focus from one-off rollouts to continuous collaboration, insurers are teaming up with external partners that provide scalable platforms and expert guidance.

                  IT and Vendor Marriage

                  Insurers are adept at building substantial internal IT organisations. The complexity and regulation-intensive nature of insurance demands deep integration between technology and business processes. The appointment of high-level roles like CDOs underscores just how imperatively strategic IT is to the industry.

                  At its core, the decision to internalise control of digital transformation stems from a need for greater influence over platforms that support local regulatory requirements, customer behaviour, and product innovation. The long-term partnership between insurer and core vendor flourishes when it fully incorporates an internal IT team. Insurers are turning to the core platform vendors such as Fadata, that come hand-in-hand with dedicated expert teams, promise collaboration, share KPIs, and deliver the granular understanding required to reflect insurance market-specific nuances. Outsourced executors are being phased out so that insurers can avoid inefficiencies and slow rollouts. These are among the intrinsic problems developed from reliance on a third party with a culture of locking out IT departments or building overly generic solutions that require excessive, often complicated and costly customisation.

                  Maximise Scalability, Minimise Customisation

                  Insurers increasingly realise that all important scalability and agility come from adhering closely to out-of-the-box solutions. The trend toward minimal customisation not only simplifies future upgrades but also accelerates implementation timelines. This positions internal teams to rapidly launch new products and respond to market changes without the delays of extensive code rewrites or vendor negotiations. In times of shifting regulatory compliance – DORA being a great example – a standardised system providing the ability to upgrade swiftly is a high priority. And a major driver for internal IT. Insurers need to feel confident that any updates in order to comply can be made fuss-free.

                  Fadata has already responded to this shift by supporting clients in regaining control of their technology environments. Rather than acting solely as an external implementation partner, Fadata is supporting its clients to create ‘centres of excellence’. These bolster an IT department’s understanding of its core solution, INSIS, to promote independence. The IT departments we work with are already able to seamlessly replicate product in new geographies, and up to 85% of out-of-the-box INSIS features are being copied with the click of a button. 

                  SaaS Pizzazz – The Digital Future of Insurance IT

                  The industry-wide shift to SaaS models shines a spotlight on the pivotal role IT plays in digitalisation and business strategy. With infrastructure responsibilities managed externally, internal IT resources can focus on strategic application of technology and drive insurance innovation from within. Inherently upgrade-friendly cloud-based solutions make this much simpler and more viable. These deliver ongoing automatic platform enhancements and maintenance without disruptive overhauls. Which also eliminates scope creep or unexpected integration issues, and helps to avoid IT resource bottlenecks.

                  Next Generation Digital Mindset

                  With focus being put on fulfilling the modern expectations of policy holders, which undoubtedly is driven first and foremost by speed and simplicity, insurers are shifting their mindset to a more customer-centric insurance business. Insurers are ready to embrace agile methodologies. These create the seamless digital journeys across mobile, web, and emerging channels that modern customers expect. To be digitally successful, insurers understand that a more hands-on strategy is key. And is why a natural understanding of modern technology is becoming increasingly relevant. IT departments are 100 percent best positioned to manage long-term digital strategy. This highlights the importance of nurturing a skilled IT team that can secure future-proofed technology.

                  The fast-paced, changeable insurance market calls for faster iteration and product launches with continuous deployment. Insurers are becoming much more open to SaaS platforms, APIs and ecosystems. They recognise that the partnerships which have typically been seen as a threat to internal teams, are conducive with accelerating transformation. These digital trends, which lead to the faster decision making and improved responsiveness that can define success, are challenging legacy processes and partnerships that slow innovation. Insurers looking for competitive advantage are also increasingly turning to data. Greater emphasis is being put on real-time data and analytics. Prioritising the creation of customer data platforms, automated insights, and AI-driven decision-making, all of which require digital backing. Ultimately, internalising IT offers insurers the flexibility, security, and agility they need to thrive in a competitive landscape. With trusted platforms and collaborative partners, insurance companies are becoming better positioned to shape their digital futures – on their own terms.

                  • InsurTech

                  Author

                  Paul O'Sullivan

                  Published

                  20 May 2025

                  Estimated Read time

                  6Mins

                  Paul O’Sullivan, Global Head of Banking & Lending at Aryza, on how Open Banking is reshaping the financial ecosystem

                  As Open Banking continues to gain momentum, it is poised to fundamentally reshape the financial ecosystem. Not only regarding how institutions operate but also in how individuals understand, manage, and trust their money. With secure data sharing at its core, Open Banking represents more than just a technological shift. It signals a transformation in the relationship between people and their finances.

                  This piece explores five key areas where Open Banking is set to make its mark in the years to come…

                  Transforming Society’s Relationship with Money

                  Open Banking has the opportunity to reshape society’s relationship with money by providing greater transparency and enabling a more comprehensive view of personal finances. This heightened visibility is made possible by securely sharing financial data with trusted third-party providers. And empowering individuals to monitor spending habits, track expenses, and compare financial products and services more easily.

                  Providing greater transparency and access to financial data will improve financial education for all by enabling a deeper analysis of trends across various activities. As a result, consumers can make more informed decisions. This can improve overall financial education and help to foster a healthier, more sustainable relationship with money.

                  Additionally, Open Banking paves the way for more personalised financial solutions, as institutions compete to offer tailored services that meet the unique needs of customers. This increased choice not only boosts consumer confidence in managing their finances but also catalyses innovation within the financial sector. Ultimately, the shift toward Open Banking is poised to create a more dynamic, customer-centric financial services landscape. Moreover, one that will significantly enhance how individuals and businesses manage their money.

                  The Convergence of Open Banking and AI

                  The data provided by Open Banking should work hand in hand with AI to offer consumers advice on managing their finances. Whether that means making changes to their habits or finding more affordable products, in turn transforming financial guidance and creating a more personalised and efficient financial ecosystem.

                  By enabling the secure sharing of consumer data, Open Banking provides the foundation for AI-driven solutions to analyse real-time information and offer tailored recommendations. This coule be suggesting improvements to spending habits or automating routine processes. Such AI-enabled tools will empower individuals to make more informed, data-driven decisions about their money.

                  This synergy will go beyond surface-level insights, delivering hyper-personalised services that address each customer’s unique financial needs and preferences. The resulting efficiencies, such as automated account management, transaction processing, and even customer support, free human resources to focus on more complex issues. Ultimately, this combination of Open Banking and AI promises to enhance the overall customer experience. It can provide actionable, real-time support that helps individuals navigate their financial journeys more confidently and effectively.

                  Evolving the Role of Traditional Banks

                  While it’s still early to say for certain, traditional banks could indeed evolve into more utility-like services in an Open Banking world. We’re already seeing indications of this shift, with more consumers increasingly switching their banking services and using multiple accounts. Open Banking is a disruptive force that fosters greater competition and choice, enabling consumers to pick and choose the financial solutions that best meet their needs.

                  To remain relevant, traditional banks are urged to embrace Open Banking rather than resist it. By securely leveraging customer data and collaborating with FinTechs and other third-party providers, they can create more specialised, value-added products and services. In doing so, banks can move beyond mere utility status. They can position themselves at the forefront of innovation while enhancing the overall customer experience in an increasingly competitive landscape.

                  Redefining Financial Trust and Identity

                  Open Banking is not only transforming technology infrastructure; it’s also redefining core principles such as trust, identity, and control. It will increase transparency by giving individuals a holistic view of their financial data. In turn, empowering them to track spending patterns, compare financial products, and make more informed decisions. Secondly, it enhances consumer control over personal data, as customers can grant or revoke access to trusted third-party providers. Therefore strengthening accountability and fostering greater confidence in the system.

                  Furthermore, digital identity solutions replace traditional verification processes, enabling expanded access to financial services. This will ensure more people can participate in the banking system with ease. Underpinning these developments are trust frameworks, which establish standardised measures for data sharing, allowing banks, FinTechs and other providers to collaborate while maintaining consistent protection for users.

                  A key emerging factor is the use of advanced cryptography and multi-factor authentication so that both individuals and financial institutions can operate confidently in a secure environment. This heightened focus on security and privacy can help mitigate concerns around data breaches and identity theft. Further strengthening consumer trust.

                  By introducing new layers of transparency, giving consumers control over their data, and leveraging digital identity and robust security measures, Open Banking shifts our collective understanding of financial trust and identity. It moves us toward a future where trust is shared among various stakeholders. Security is paramount and individuals play a more active role in shaping their financial journeys.

                  Harnessing Open Banking Data for Monetary Policy

                  While often discussed through the lens of consumer empowerment, Open Banking may also prove to be instrumental in supporting smarter economic decision-making at a national level. Financial data through open banking could play a significant role in creating new tools for monetary policy. Particularly as the global financial system becomes increasingly interconnected. By providing governments and regulators with real-time insights into consumer spending patterns and business creditworthiness, Open Banking allows for more precise and targeted policy interventions. This data-driven approach can enable policymakers to respond swiftly to economic shifts. They could tailor interest rates, liquidity measures, and other monetary policy tools to specific sectors or demographics.

                  Having access to comprehensive, standardised data can enhance the accuracy of economic forecasts and models. This leads to more informed decisions that can foster stability and growth in the economy. However, implementing these advanced tools requires robust data protection measures and regulatory frameworks to ensure the privacy and security of financial information. When managed responsibly, the fusion of Open Banking data and monetary policymaking promises to bolster both economic resilience and consumer trust.

                  Charting the Path Ahead for Financial Innovation

                  Open Banking is not just a new chapter in financial services, it’s a complete rewrite of how we engage with money, institutions, and technology. From personalised advice and AI integration to regulatory impact and redefined trust, the changes ahead are both profound and far-reaching. The next decade will be shaped by how institutions adapt, how consumers respond, and how effectively we harness data to deliver meaningful, secure, and transparent financial experiences.

                  • Embedded Finance
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  19 May 2025

                  Estimated Read time

                  2Mins

                  Join 2,500+ attendees at Excel, London June 18-19 for the Financial Transformation Summit

                  Financial Transformation Summit is the industry’s most influential event, connecting banking, insurance, wealth and lending professionals with the companies transforming the industry. Book your place here.

                  Financial Transformation Summit

                  Join over 2,500 attendees to gain insights from 300 inspiring expert speakers from the likes of Lloyds Banking Group, Deutsche Bank, Santander, Aviva, Monzo, Accenture and more. Connect with an unparalleled programme of interactive sessions and share perspectives on the topics defining the future of financial services.

                  At the heart of the summit are 400 roundtables, ensuring every attendee has a voice in shaping the industry’s future. This is the Financial Services industry’s biggest roundtable event, designed to facilitate real conversations, meaningful connections and actionable insights.

                  Engage with industry peers in dynamic discussions that spark innovation and drive change. Dive deep into critical topics, share insights, and debate strategies that shape the future of banking, insurance, wealth management and lending.

                  One Ticket, Four Summits

                  MoneyNext Summit brings together the brightest minds in financial services to explore the future of banking, wealth management, lending, and insurance.

                  Benefit from the combined power and synergies of four transformative events… The Financial Transformation Summit comprises four summits across Banking, Insurance, Wealth and Lending.

                  Explore the topics transforming financial services across an interactive agenda with 14 key themes. Gain practical knowledge: Benefit from interactive demos, case studies, and best practices. Expand your horizons: Experience an inspiring and thought-provoking learning journey.

                  Book your ticket here.

                  • Digital Payments
                  • Embedded Finance
                  • Event Newsroom
                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  16 May 2025

                  Estimated Read time

                  2Mins

                  Join 25,000 attendees for Seamless FinTech, the Middle East’s biggest FinTech event, at the Dubai World Trade Centre May 20-22

                  FinTech Strategy is proud to be a media partner for Seamless FinTech 2025.

                  Register for your free event pass here.

                  Why attend Seamless FinTech?

                  Welcome to the Middle East’s biggest fintech event for 25 years. Seamless Fintech brings together big tech, government, banks, financial institutions, fintechs, investors, and media. Perfect for anyone passionate about the Middle East’s fintech and payments landscape. This event allows you to explore the fast-evolving ecosystem and engage with top industry players and innovators. And visit the Identity Showcase to discover cutting-edge solutions.

                  “If I wanted to take a pulse of the vibrancy of the region, then look around at Seamless. The amount of interest and intent people are showing in us and FinTech in the region is very visible at Seamless Middle East.”

                  Managing Director, Amazon Payments Service

                  Furthermore, whether you’re presenting your latest payment innovations or showcasing impactful demos, this is your opportunity to foster connections and accelerate business growth. Join 25,000 attendees and 800 exhibitors gaining insights from a stellar line up of 750+ expert speakers from the likes of Revolut, J.P. Morgan, Monzo, Citi and more.

                  Seamless Digital Commerce

                  Seamless Fintech will be co-located with Seamless Digital Commerce. This event caters to payments companies seeking to connect with merchants, SMEs, retailers, and e-commerce platforms. The event offers valuable insights into revolutionising in-store experiences, optimising e-commerce strategies, and mastering digital marketing techniques. It provides unmatched opportunities for growth and collaboration in the digital commerce space.

                  This event is perfect for those looking to forge new partnerships, gain valuable insights from industry trailblazers and drive innovation to stay ahead in the ever-evolving digital landscape. Moreover, whether you’re a startup, an established player, or an SME, Seamless Digital Commerce is designed to push the industry forward.

                  Register for your free event pass here.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Event Newsroom
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  15 May 2025

                  Estimated Read time

                  5Mins

                  Join FinTech’s greatest event when Money20/20 Europe returns to Amsterdam’s RAI Arena June 3-5

                  FinTech Strategy is proud to be a media partner for Money20/20 Europe 2025.

                  Launched by industry insiders in 2011, Money20/20 is the heartbeat of the global FinTech ecosystem. Some of the most innovative, fast-moving ideas and companies have found their feet (and funding) on its show floor. From J.P. Morgan, Stripe, and Airwallex to HSBC, Deutsche Bank, and Checkout.com.

                  Furthermore, this is where you’ll find new connections, business-critical insights from inspirational speakers, innovation, and partnerships you need to ensure your business succeeds for whatever comes next in money.

                  The Agenda for 2025

                  Come and create the future for financial services at Money20/20 Europe… This year’s agenda tracks cover Beyond FinTech, Digital DNA, Embedded Intelligence and Governance 2.0. Expert speakers include leaders from Mastercard, Monzo, Bank of England, Visa, IBM, Starling Bank, Revolut and more offering key insights on everything from agentic AI and cross-border payments to open banking and embedded finance.

                  Why Money20/20?

                  FinTech Strategy spoke with a host of leaders from across the FinTech spectrum. They all agreed on one thing, Money20/20 Europe is ‘the’ place to make connections and build your business.

                  Gurdeep Singh Kohli, Founder, SC Ventures

                  “It’s the first time I’ve attended Money 20/20 and, we’ve had some fascinating impromptu conversations that will lead to great opportunities. All the big names are here and it’s clearly a popular event from a thematic perspective – payments is a big theme this year. I have a very high regard for the quality of what’s on offer and the way the event has been organised – it’s a great customer experience, the way it’s all been structured, at scale, is actually one of the best I’ve ever seen. The response has been fantastic…”

                  Stephen Everett, MD Payables & Receivables, Lloyds Banking Group

                  “The majority of people at Money20/20 genuinely get up in the morning with a growth and innovation mindset. Therefore, you have to balance and recognise that when you walk into this big venue that there will be some wacky ideas. From my experience, I have seen many infant ideas turn into successful ventures, whereas I have also seen some ventures becoming unsuccessful despite having great innovation ideas. Fintechs will fail. Innovation will fail. Experiments will fail. And that’s fine. That’s what Money20/20 is all about.”

                  Michelle Prance, CEO, Mettle (NatWest Group)

                  “It’s good for Mettle to come here because we are a fintech that was incubated inside a large bank (NatWest) for fintechs. Quite often their route to market, route to capitalisation, is by going into a main bank being acquired. So, it’s that marriage between a big organisation and the small nimble fintech. People are really interested in what we’re doing because big incumbents want to be fast and nimble. They don’t always have the capital to invest in something like we’ve been able to do with Mettle. So, they’re interested to know the right route to go down. Do they incubate in house? Or do they buy it in? And what’s the right way to do that without killing the culture? These are the types of interesting conversations we’ve been having here.”

                  Ryan O’Holleran, Head of Sales, AirWallex

                  “The great thing about Money20/20, here in Europe, and in Asia and the US, is the good division between buyers and sellers. So, you have all these service providers like AirWallex, Amex, Stripe… And then you have the Heads of Payments from companies like Booking.com, Minted and Summit who are coming here with their team to meet with providers. If you think about that from a sales perspective, those meetings are very hard to get outside of this environment. But over a week you get 15 different meetings each day with that would normally take months to arrange. So, the ROI from this week is really powerful just from being able to have these conversations.”

                  Merusha Naidu, Global Head of Payments, Paymentology

                  “Paymentology is homegrown out of the UK so it’s important for us to make sure we’re representing the business across Europe. This is the centre of the world for banking innovation. We have customers here from Singapore, Dubai, Saudi Arabia, Ghana and beyond. People look to this event to really learn about what’s happening in the industry globally and discover what trends are going to come up. What should we be doing? How can we innovate together and learn from each other? That’s one of the things I really love about Money20/20; the talks in all of the panels are so interesting and I always leave knowing more. Being in the payments industry, and especially being an issue processor, it’s important for us to learn from the industry and understand where we need to move so that we can stay at the forefront of developments.”

                  Zak Lambert, Product Lead & Europe Lead, Plaid                                                                            

                  “This is my sixth straight Money20/20 and it gets busier every year! It’s great to learn more about the ecosystem at large. You can see developing trends each year, and it’s always a little bit different. You build relationships at Money20/20 that stay with you for the rest of your life. And it’s a perfect opportunity to meet people in the flesh that you might normally only see on screen. You can get a pretty direct read on what they’re working on and it’s exciting to be here making new connections.”

                  Book Your Money20/20 Europe Pass Now

                  To get a flavour of what you can expect from next year’s conference check out our review of Money20/20 Europe 2024.

                  Book your pass now and save €200 with the code FTS200.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Event Newsroom
                  • Neobanking

                  Author

                  Melinda Roylett

                  Published

                  14 May 2025

                  Estimated Read time

                  5Mins

                  Melinda Roylett, Managing Director of Merchant Services at Lloyds Banking Group, on how the UK’s small and medium sized businesses can navigate the payments maze

                  Cashflow is the lifeblood of any business, yet it remains one of the most unpredictable aspects for SMBs. According to the Federation of Small Businesses, half of UK businesses have experienced cashflow problems. Many cite late payments as a major issue. Thankfully, banking and payment providers are stepping up with innovative and integrated services that make every transaction count.

                  At the recent ‘Payments Disrupted’ event, co-hosted by Lloyds and Visa at the Shard in London, they revealed exclusive business sector trends and consumer spending data. It highlighted areas of opportunity for SMBs – provided they have the tech and expert support to guide them.

                  The most recent Lloyds Business Barometer shows that business confidence has rebounded to the highest level since August 2024. Nevertheless, firms still cited rising costs and economic uncertainty as major obstacles to growth and investment. These challenges are not new. However, many SMBs could be overlooking an effective way to deal with them through unified payment solutions.

                  With the right strategies and tools, businesses can navigate complexities and unpredictability with confidence. Furthermore, they can unlock data-driven insights, cost savings, and the increased operational resilience and adaptability to cope with whatever the future throws at them.

                  Cashflow challenges

                  Sectors like retail and hospitality, where many businesses are operating on razor-thin margins, are particularly affected. Supply chain disruptions, the need to invest in growth, and seasonal fluctuations, like summer holidays, or peak sales events like Black Friday, can strain available funds.

                  For instance, businesses may experience cash-rich periods during peak seasons but struggle to meet operational expenses during quieter times. And with inflation still relatively high, the rising costs of materials, transportation, and labour further exacerbate cashflow challenges.

                  Cashflow problems inevitably have a way of seeping into other areas of the business. When cashflow is constrained, it prevents investment in the tools and tech businesses need to function properly. And they could miss out on new services that could streamline operations and lower costs.

                  Payment method and integration complexities

                  In a world of e-commerce, customer loyalty is not just about offering the best products or services. It’s about delivering a seamless and personalised experience at every touchpoint. According to UK Finance, 85% of UK consumers now use contactless payments – mobile wallet transactions are expected to account for 39% of all POS transactions by 2025. However, only 60% of small businesses have fully integrated digital payment solutions, leaving many at risk of falling behind.

                  Businesses can feel bewildered when confronted with the array of payment services that have emerged. Today’s customers expect seamless, secure, and diverse payment options, whether they’re shopping online or in-store. From contactless payments and mobile wallets to QR codes and pay-by-bank solutions, businesses must keep pace with these trends to remain competitive.

                  A smooth checkout experience, for instance, can be a significant competitive advantage. According to Visa, 59% of consumers consider a good checkout experience as important as having the best products. And 57% say a poor payment experience is enough to make them switch to a competitor.

                  However, integrating the payment methods that customers want can be complex, especially for SMBs with limited resources and expertise. Lloyds’ own research found that 49% of businesses say they find the choice of payment gateways in today’s market overwhelming. Considering the many data security and compliance obligations they’re facing, it’s no wonder that SMBs are asking for more help from their payment providers.

                  SMBs can navigate payment complexities with the right partner

                  To overcome these complexities, SMBs can partner with payment providers like Lloyds Merchant Services that offer integrated payment solutions, spanning point-of-sale (POS) and omnichannel acceptance. Such solutions not only simplify the payment process but also provide valuable insights into customer behaviour, enabling businesses to tailor their offerings and enhance the customer experience.

                  There are other benefits of working with integrated payment solutions. Independent Software Vendors (ISVs) are increasingly powering a lot of the business decisions that SMBs make. For example, to foster loyalty, businesses must go beyond basic payment processing and offer value-added services such as loyalty programmes, personalised discounts, and data-driven insights.

                  By analysing spending behaviours, businesses can identify trends and tailor their offerings to meet customer needs. For instance, a restaurant might use payment data to identify its most loyal customers and offer them discounts to encourage repeat visits. So, being connected to these ISVs is increasingly important to ensure consistent payment performance.

                  Lloyds Merchant Services has fostered partnerships with leading ISVs and tech vendors to offer the most comprehensive service range in the market. From our partnerships with PayPoint and extending our services to its 60,000-strong merchant network, to our POS device and infrastructure relationships with Fiserv, FreedomPay and Epos Now, we cover almost every business need, with scalability built-in. With Epos Now’s advanced POS, offering a powerful end-to-end solution, SMBs have access to payment acceptance technology that is robust yet flexible and can adapt changing customer needs.

                  That includes our flexible Merchant Cash Advance offering which provides quick access to capital based on future card sales. Differing to traditional loans, MCA allows businesses to pay the advance as a percentage of their card transactions, ensuring that payments are in sync with their cashflow. This flexibility is particularly beneficial for businesses with seasonal revenue streams, as it removes the stress of fixed monthly payments during low-income periods.

                  Prepare for the future now

                  The future of payments is increasingly digital, and businesses that provide customers with the best payment experiences will thrive. Businesses must invest in scalable payment solutions that can adapt to evolving technologies and consumer preferences. By adopting integrated payment solutions, SMBs can navigate the complexities of cash flows, rising operational costs, and evolving customer expectations. Moreover, by leveraging value-added services and staying ahead of technological trends, businesses can foster customer loyalty and drive sustainable growth.

                  Partnering with a knowledgeable payments provider that offers service and support that meet different business needs, dedicated relationship management, and industry insights can be a game-changer. It can give SMBs the agility and access to innovation they need to be profitable now and into the future. With expert support at every step, businesses can not only survive today but also seize the opportunities of tomorrow.

                  • Digital Payments
                  • Embedded Finance

                  Author

                  Dan Brightmore

                  Published

                  13 May 2025

                  Estimated Read time

                  2Mins

                  The global InsurTech sector experienced a notable resurgence in the first quarter of 2025. Funding levels surged to $1.31 billion…

                  The global InsurTech sector experienced a notable resurgence in the first quarter of 2025. Funding levels surged to $1.31 billion – an impressive 90.2% increase compared to the previous quarter. This was driven by AI and P&C Sector Investments. It marks the strongest funding performance since Q3 of 2022. This signals renewed investor confidence and a maturing ecosystem poised for innovation.

                  P&C

                  A major catalyst behind this upswing is the significant capital flow into Property & Casualty (P&C) insurance technology providers. P&C-focused InsurTechs accounted for a staggering $1.13 billion of the total Q1 investment. This highlights a strategic shift among investors towards sectors with proven demand for digital transformation. The ability of these firms to deliver scalable, tech-enabled solutions for underwriting, claims processing, and risk assessment has made them highly attractive investment targets.

                  AI

                  Furthermore, artificial intelligence (AI) has emerged as a dominant theme in this funding cycle. Roughly 61.2% of the capital raised – totalling over $710 million – was allocated to AI-driven InsurTech companies. These firms are leveraging AI to disrupt traditional models by automating decision-making. This further enhances customer experience, detecting fraud, and enabling hyper-personalised policy offerings. The increasing reliance on AI reflects a broader trend across FinTech sectors, where data-driven technologies are reshaping business models and customer engagement.

                  What does the future hold for the InsurTech sector?

                  Meanwhile, despite this funding resurgence, early-stage startups in the InsurTech space saw a notable decline in capital inflows, hitting a five-year low. This suggests a market preference for more mature, proven business models with clearer paths to profitability. Investors appear to be adopting a more cautious, value-driven approach. Moreover, the focus is on companies with strong fundamentals and existing market traction rather than speculative early-stage ventures.

                  The Q1 2025 results not only point to a healthy rebound for the sector but also underline a directional pivot towards sustainable innovation. InsurTechs that can integrate AI and address the evolving needs of insurers and policyholders alike are positioned to lead the next wave of growth. As the industry continues to digitise, the emphasis on efficiency, personalisation and resilience will likely guide future investment patterns.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  9 May 2025

                  Estimated Read time

                  3Mins

                  Wirex, a leading provider of Web3 banking solutions, has announced the expansion of its Wirex Business platform to BASE, a new layer-2…

                  Wirex, a leading provider of Web3 banking solutions, has announced the expansion of its Wirex Business platform to BASE, a new layer-2 blockchain developed by Coinbase. This milestone marks a significant development in Wirex’s vision to provide seamless stablecoin-powered financial services to businesses across the globe.

                  BASE Blockchain

                  The recently launched Wirex Business platform is rapidly expanding, and this new integration with BASE will enable corporate clients to easily manage treasury functions, issue corporate cards, and handle expenses using stablecoins like USDC and EURC. This expansion allows businesses to integrate both fiat and stablecoin payments seamlessly within their existing operations, while leveraging the cutting-edge technology of the BASE blockchain.

                  Key Features of Wirex Business on BASE:

                  • Corporate Bank Accounts: Wirex Business provides businesses with corporate bank accounts that can hold both fiat currencies and stablecoins. This feature allows companies to seamlessly manage and convert funds between fiat and digital currencies.
                  • Corporate Visa Cards: Wirex Business clients will now be able to issue corporate Visa cards to employees and contractors. These cards can be used globally to make payments in over 80 million merchants, across more than 200 countries. Wirex Business integrates stablecoins like USDC and EURC into the payment infrastructure, allowing for easy spending without the need for conversions or delays.
                  • Payroll Cards: In addition to corporate cards, Wirex Business enables the issuance of payroll cards, providing a fast and cost-efficient way for businesses to pay employees and contractors in stablecoins.
                  • Stablecoin Payments: Stablecoins based on the BASE blockchain can now be seamlessly spent in 80 million+ merchants globally, offering companies an innovative way to pay for goods and services, all while maintaining transparency and speed.

                  Wirex Business continues to innovate and expand its reach within the corporate payments space. It offers a comprehensive suite of banking and payment solutions for Web3 companies and crypto businesses. The integration with BASE blockchain marks a new chapter in Wirex’s journey. Aligning its offerings with industry-leading blockchain technology to provide businesses with seamless, secure, and scalable payment solutions.

                  A deeper strategic alliance with blockchain

                  Expanding to BASE is just the first step in what will be a much deeper partnership between Wirex, BASE, and Circle throughout 2025. Behind the scenes, the teams are already working closely on broader strategic initiatives. These are aimed at transforming the way businesses interact with digital dollars onchain.

                  Ambitious crosschain vision

                  “Our expansion to BASE signifies a critical milestone in our commitment to making Web3 banking services accessible to businesses globally. By supporting BASE, we’re enabling corporate clients to operate with seamless, stablecoin-based financial services and empowering them to integrate the benefits of decentralized finance into their day-to-day operations

                  Pavel Matveev, Сo-founder of Wirex

                  This integration marks the beginning… Wirex Pay has ambitious crosschain plans, with expansion to several other major chains scheduled for later this year. This vision stems from Wirex’s belief in offering native experiences for users on BASE and other ecosystems. Rather than relying solely on swap or bridge mechanisms. Native support ensures better UX, security, and scalability for corporate clients managing stablecoin flows across multiple blockchains.

                  “Wirex Business offers an innovative self-custody model that is directly connected with card and banking rails. This self-custody approach ensures that businesses maintain full control of their assets and removes any counterparty risk. By using Wirex’s platform, businesses can harness the power of stablecoins, backed by the flexibility and security of Web3, to revolutionize the way they manage and move funds globally.”

                  Daniel Rowlands, General Manager of Wirex Pay

                  About Wirex Pay

                  Wirex Pay is a pioneering stablecoin payment platform that bridges the gap between blockchain innovation and real-world usability. It is built on Zero Knowledge (ZK) technology. Wirex Pay delivers unmatched privacy, scalability, and efficiency, redefining how stablecoins are utilised for global payments. At the core of Wirex Pay is its ability to issue non-custodial Visa cards. Empowering users to spend their stablecoins seamlessly at over 80 million merchants in 200+ countries wherever Visa is accepted. By combining the reliability of Visa’s global payment network with the innovation of blockchain, Wirex Pay ensures users can transact with confidence and convenience.

                  • Blockchain & Crypto

                  Author

                  Dave Murphy

                  Published

                  8 May 2025

                  Estimated Read time

                  5Mins

                  Dave Murphy, Head of Financial Services EMEA & APAC at Publicis Sapient, on why retail banking is at an important crossroads and must react

                  Retail banking stands at a pivotal juncture. As digital-first generations reshape customer expectations and competitive pressure from FinTechs and neobanks intensifies, traditional banks face a critical choice: modernise now or risk obsolescence. Publicis Sapient’s latest Global Banking Benchmark Retail Banking Report underscores that “digital by default” is no longer an aspiration. It’s an immediate necessity.

                  Drawing on insights from 600 retail banking executives across 13 countries, the report highlights a convergence of transformative forces… The accelerated adoption of Gen AI, the decline of legacy IT infrastructure, and an urgent need to reimagine customer engagement for a younger, mobile-first demographic.

                  Digital or Die: A Defining Moment

                  Retail banking has been evolving for over two decades, but the stakes have never been higher. In Q1 2025, JPMorgan Chase reported a net income of $14.6 billion, up 9% year-over-year. This was driven by robust trading revenues and investment banking fees. Meanwhile, UK neobanks are making significant strides. Revolut achieved a net profit of $1.0 billion in 2024, marking its first billion-dollar annual profit, with revenues soaring 72% to $4.0 billion. Monzo also reported its first full year of profitability, posting a pre-tax profit of £15.4 million and doubling its revenue to £880 million.

                  Despite these advancements, 62% of retail banking executives admit their pace of transformation lags behind competitors. This isn’t a minor delay – it’s a strategic disadvantage in a market where 44% of new currents accounts are already being opened with digital banks and FinTechs.

                  Gen AI: Catalyst and Compulsion

                  Among all the changes underway, generative AI has emerged as the most powerful and potentially disruptive force. According to the benchmark study, data and AI are the top investment areas for digital transformation over the next three years. Executives are betting big on AI not only to improve customer engagement but also to modernise operations and accelerate core transformation. The impact of Gen AI in banking is tangible. It can:

                  • Personalise customer journeys at scale
                  • Accelerate software development lifecycles
                  • Write code and automate data management
                  • Deliver hyper-relevant product recommendations
                  • Power AI agents with human-like customer service abilities

                  In short, Gen AI makes what was once prohibitively expensive and time-consuming not only possible but scalable.

                  The banking customer has changed

                  The report makes it clear: retail banks must stop building for yesterday’s customer. Gen Z, who will make up one-third of the workforce by 2030, already prefer mobile-first, always-on banking. They value immediacy, customisation, and authenticity. A staggering 83% of Gen Z consumers say they are frustrated with current bank processes.

                  Compounding this generational shift is the growing irrelevance of traditional customer segmentation. Today’s consumers defy linear categorisation. The same individual can be a small business owner, a parent, and a new homeowner. Yet banks often treat them as three separate customers because of product-centric data silos.

                  The core problem with legacy thinking

                  Legacy systems continue to be the biggest barrier to meaningful transformation. 70% of banking executives say their legacy infrastructure is hindering their ability to deliver the digital experiences customers expect. Many core systems are COBOL-based and nearing end-of-life. Yet banks are reluctant to modernise due to perceived risk and complexity.

                  The irony is clear: the risk of maintaining outdated systems now outweighs the risk of change. With Gen AI, banks finally have the tools to confront the 800-pound gorilla in the room – core modernisation.

                  Why Core Modernisation is the linchpin

                  Modernising the core is about more than infrastructure. It’s the key to unlocking the full value of AI, data, and digital transformation. A modern, cloud-native core enables:

                  • Real-time access to first-party and third-party data
                  • Agile delivery through microservices
                  • Better governance and regulatory transparency
                  • Faster go-to-market with new apps and services

                  Retail banks that modernise their core can stop building costly middleware just to access data. Instead, they gain a unified view of the customer and the agility to respond to banking market shifts in real time.

                  The virtuous cycle of AI and Core

                  What’s truly powerful is the feedback loop between Gen AI and a modernised core. Gen AI helps accelerate the core transformation by generating code, automating testing, and streamlining documentation. Once modernised, that core then enhances Gen AI’s capabilities with clean, structured data. This virtuous cycle creates exponential value, making digital transformation faster, cheaper, and more sustainable.

                  Retail banks are already allocating 35% of their customer experience digital transformation budgets to Gen AI. Furthermore, many are embedding AI across the entire software development lifecycle using tools like Sapient Slingshot to reduce human error, increase test coverage, and ship better code faster.

                  From Product-Centric to People-Centric banking

                  Ultimately, the report urges retail banks to shift from a product-centric to a people-centric mindset. That means designing experiences around life moments, not product categories. It means knowing that the mortgage customer is also a small business owner and a parent, and offering solutions that reflect that reality.

                  With modern core systems and Gen AI, banks can personalise outreach, tailor financial advice, and meet customers where they are. This holistic view is essential not only for growth but also for loyalty.

                  The era of deferral is over. Banks can no longer afford to delay core transformation. Gen AI has lowered the cost, reduced the complexity, and increased the speed of change. The only question left is whether banks are ready to lead or risk falling behind.

                  Publicis Sapient is working at the intersection of Gen AI and core modernisation every day… Helping banks link strategy to execution and deliver on the full promise of digital transformation. The future of retail banking isn’t coming – it’s already here. The time to act is now.

                  • Artificial Intelligence in FinTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  7 May 2025

                  Estimated Read time

                  3Mins

                  Sprout, the creator of a smarter mortgage payment platform to drive financial freedom, has been named the winner of of…

                  Sprout, the creator of a smarter mortgage payment platform to drive financial freedom, has been named the winner of of Pitch360 at Level39 during UK FinTech Week.

                  Sprout’s Co-Founder, Asis Tewari, thanked the judges and organisers for running an inspiring session and offered praise for fellow finalists. “It was a privilege to pitch alongside such passionate and innovative founders. We learned a lot… Thank you also to London Business School and Jeff Skinner for helping validate our journey, and to Sir Andrew Likierman for giving us the confidence to kick off. And for introducing us to Professor Joao F. Cocco and his white paper on Portfolio Choice in the Presence of Housing.”

                  Sprout

                  Sprout empowers homeowners to build lasting wealth by making smarter mortgage decisions. With AI-driven insights, smart automation, and a user-friendly interface, it can simplify homeownership – aligning your mortgage with long-term financial goals and future flexibility.

                  Tewari was inspired to launch Sprout after a dinner with Anil Agarwal, billionaire industrialist and Chairman of Vedanta… “He told me: The only way to build real wealth is through investing in markets — and every generation needs to start as early as possible.”

                  Why Use Sprout?

                  • Do you know the true return of your property? Sprout tracks the real costs and value of your property to give an accurate return.
                  • Are your mortgage repayments really building wealth? Sprout makes it simple to allocate your payment wisely, giving you the ability to pay down your mortgage smarter.
                  • Is your money working hard for you? Sprout gives you exclusive access to best-in-class funds.

                  Pitch360

                  Innovate Finance’s flagship pitching competition, Pitch360, is taking place across the UK in 2025. There are six regional pitch events across a 12-month campaign, featuring live events in the North, South West, Midlands, Scotland, Northern Ireland and Wales. Pitch360 shines a spotlight on the best FinTech talent and emerging technologies the UK has to offer. It’s aim is to showcase how FinTech innovation can help drive the growth agenda and transform financial services.

                  Find out about future events, and apply to pitch, here.

                  About Innovate Finance

                  Innovate Finance is the independent industry body for UK FinTech. It’s mission is to accelerate the UK’s leading role in the financial services sector. It does this by directly supporting the next generation of technology-led innovators to create a more inclusive, more democratic and more effective financial services sector that works better for everyone.

                  • Embedded Finance
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  1 May 2025

                  Estimated Read time

                  3Mins

                  The Embedded Finance Market is estimated at $115.8 billion in 2024 and is projected to reach $251.5 billion by 2029, at a…

                  The Embedded Finance Market is estimated at $115.8 billion in 2024 and is projected to reach $251.5 billion by 2029, at a CAGR of 16.8% from 2024 to 2029, according to a new report by MarketsandMarkets. 

                  Embedded Finance disruption

                  The embedded finance market is experiencing a massive disruption because of the development of technologies such as API, AI, and Blockchain. This capability allows companies to incorporate financial services into their platforms, delivering consistent and unique solutions. Furthermore, demand for complex, value-added, readily available services that can be offered in real-time has prompted firms in almost all industries to embrace Embedded Finance.

                  This shift helps non-financial firms to provide banking, lending, insurance, and payment services, which fortifies customer relations and generates more revenues. This market is divided into segments based on different aspects, such as the type, business model, and industry. These segments collectively offer a comprehensive overview of the evolving Embedded Finance landscape and its potential business implications.

                  By 2029, the Embedded Finance market is expected to have a robust growth trajectory

                  Substantial growth in the embedded finance market is driven by the rising digitalisation of financial services and the emergence of customised solutions across diverse industries. The seamless integration of financial services into non-financial platforms is being facilitated by technologies such as APIs and artificial intelligence, which are playing a crucial role in this transformation. Sectors such as healthcare, eCommerce, and transportation are increasingly adopting embedded payments, lending, and insurance to improve customer experiences and streamline operations. This expansion is driven by both B2B and B2C models, as businesses collaborate with FinTech providers to integrate financial services into their ecosystems. Customer relationships are being strengthened and new revenue opportunities are being unlocked.

                  Based on industry, the healthcare sector is expected to have the highest growth rate

                  The growing need for hassle-free, patient-focused payment solutions has led to the incorporation of embedded finance solutions into healthcare platforms. Digital health technologies, such as telemedicine and wearable devices, are driving the integration of payment, lending, and insurance options in the healthcare sector. Regulatory support for innovation in FinTech and healthcare, along with the demand for affordable and precise billing systems, is speeding up adoption for Embedded Finance solutions. Moreover, collaborations between FinTech companies and healthcare providers are making way for tailored financial products, enhancing patient access to care while simplifying provider revenue cycles. These factors are driving the widespread adoption of Embedded Finance in the healthcare industry, supporting the growth rate of the market and underscoring its transformative potential in the healthcare sector.

                  FinTech innovation is thriving

                  FinTech innovation is giving way to a thriving market in North America. Companies are now directly incorporating financial services, such as payments, lending, and insurance, directly into their core offerings. Companies such as Stripe, PayPal, and Plaid, which provide comprehensive solutions to enable other businesses to integrate financial capabilities efficiently, are leading the Embedded Finance sector in the United States. Canada is witnessing growth in the market, with companies like Shopify integrating payment and financing options into their eCommerce platform, thus improving the customer experience. The US Embedded Finance market is more mature, whereas Canada is catching up and the market growth would be facilitated by its robust technology ecosystem and supportive regulation.

                  • Embedded Finance

                  Author

                  Husnain Bajwa

                  Published

                  30 April 2025

                  Estimated Read time

                  5Mins

                  Husnain Bajwa, SVP Product – Risk Solutions at SEON, on KYC detection and verification to combat fraud in financial services

                  Many fraudsters today are no longer just criminals – they’re technologists wielding powerful artificial intelligence (AI) as their primary weapon. As fraud techniques evolve, businesses are becoming increasingly vulnerable to sophisticated adversaries. With the rising wave of AI-powered fraud, traditional fraud prevention methods, which heavily emphasise Know-Your-Customer (KYC) processes, are struggling to keep pace.

                  Fraudsters have learned to exploit the inherent delays in standard KYC processes. They use AI to generate synthetic identities and automate infiltration techniques at an unprecedented scale. By the time most verification processes kick in, significant resources have already been spent, and potential damage has been incurred. To gain the upper hand, companies must move beyond isolated identity checks and adopt a more integrated approach. This combines pre-KYC detection with advanced KYC verification. A dual-layered defence system that’s both proactive and agile enough to adapt to the evolving threat landscape.

                  Introducing Pre-KYC fraud detection

                  Since KYC processes are essential for businesses to meet regulatory requirements and maintain compliance, the solution isn’t to abandon KYC but to transform it. Organisations must adopt a pre-KYC detection layer that detects fraud before it reaches verification processes.

                  What does this look like in practice? It starts by analysing a user’s digital footprint. This includes key data points, such as the age of an email address, phone number history, IP address patterns and social media activity. These indicators help assess the authenticity of a user’s identity. For example, a newly created email or an IP address associated with a known VPN service can be red flags, signalling possible fraudulent intentions and enabling businesses to proactively intervene before harm occurs.

                  Device intelligence further strengthens the initial stages of pre-KYC user verification. This technology detects discrepancies in device integrity, such as emulators, proxies or device spoofing techniques. These are common tactics fraudsters employ to conceal their true identities. Advanced device fingerprinting tools are critical in identifying when a device’s profile does not match its user’s provided details or shows unusual behaviour, adding an extra layer of security.

                  Adding to this framework, behavioural analytics play a pivotal role by monitoring how users interact with platforms. Analysing navigation patterns, session durations and behaviours during account setup can expose irregularities that suggest fraudulent activities. Indicators such as repetitive account creation attempts with varied data points or abnormally quick typing and navigation speeds often point to bot-driven fraud. This provides businesses with opportunities to intervene early in the user engagement process.

                  Combining Pre-KYC Technology with traditional methods

                  While pre-KYC tools can identify potential threats early, KYC verification remains essential for ensuring that the users who pass initial screening are legitimate. Once a user reaches this stage, robust identity verification methods must be in place to confirm the authenticity of the individual’s information.

                  Modern KYC processes must combine several features: document verification, biometric checks and address verification. The first, document verification, involves using optical character recognition (OCR) and machine learning to scan government-issued IDs and detect forgeries in real time. Additional security in this realm can be attained via facial comparisons – matching a user’s selfie with the photo on their ID – to ensure that the person behind the camera is the same as the one in the presented documentation.

                  Next, advanced liveness detection aids in combating both deepfake technology and image-based fraud – two fraud vectors on the rise. By requiring users to perform specific actions or gestures during verification processes, liveness detection ensures that fraudsters can’t simply upload a static image or video to impersonate someone. Lastly, address verification provides further protection, confirming a user’s address against authoritative databases or recent utility bills. These checks are crucial for businesses in regulated industries, where proof of residency is often a compliance requirement.

                  The growing threat of AI-powered fraud

                  Now that fraudsters can access AI tools, the fraud game has entirely changed. Bad actors can generate synthetic identities, manipulate biometric data and even create deepfake videos to pass KYC processes. Additionally, AI enables fraudsters to test security systems at scale, quickly iterating and adapting methods based on system responses.

                  In light of these new threats, businesses need dynamic solutions that can learn and evolve in real time. Ironically, the same technology serving sophisticated fraud can be our most potent defence. Using AI to enhance both pre-KYC and KYC processes delivers the capability to identify complex fraud patterns, adapting faster than human-driven systems ever could. These AI-powered tools don’t just detect fraud – they predict and prevent it by continuously learning from each attempted breach.

                  At the pre-KYC stage, machine learning (ML) algorithms can identify patterns and anomalies across vast amounts of user data, providing more accurate and faster risk assessments. As fraudsters evolve, these systems can recognise emerging fraud patterns, preventing bad actors from bypassing security.

                  Similarly, AI-driven verification methods can detect increasingly sophisticated forgeries and manipulations in the KYC phase. At the same time, adaptive authentication systems can increase or decrease the level of verification required based on the user’s risk profile. This flexibility strengthens security and enhances the user experience by reducing friction for legitimate users.

                  The stakes are set to climb

                  The battle against AI-empowered fraud isn’t just about preventing financial losses. It’s about maintaining customer trust in an increasingly sceptical digital marketplace. Every fraudulent transaction erodes confidence, and that’s a cost too high to bear in today’s competitive landscape.

                  Businesses that take a multi-layered approach, integrating pre-KYC and KYC processes in a unified fraud prevention strategy, can stake one step ahead of fraudsters. The key is ensuring that fraud prevention tools – data-rich, AI-driven and flexible – are as adaptive as the threats they are designed to stop. The future of fraud prevention isn’t about building higher walls; it’s about creating smarter, more adaptive and intelligent systems to anticipate and neutralise threats before they materialise.

                  • Cybersecurity in FinTech

                  Author

                  Vikas Krishan

                  Published

                  28 April 2025

                  Estimated Read time

                  6Mins

                  Vikas Krishan, Chief Digital Business Officer & Head of EMEA at Altimetrik, on the disruptive power of AI in FinTech

                  AI is already disrupting every area of the Financial Services Industry, and is being included in almost every strategic conversation around technology-enabled transformation. This transformation is exemplified by industry leaders like JP Morgan Chase. CEO Jamie Dimon has championed a £12 billion annual investment in data and technology, overseeing over 400 AI use cases. These include fraud detection, customer service improvements and operational efficiencies across the bank. The core platforms underpinning the industry risk buckling under the weight of modernisation. AI is gradually loosening the components of legacy institutions and presenting fresh opportunities. These are scalable, resilient and adaptable to the agile needs of Financial Services. Through this reimagining of core platforms, those who choose to act now can expect to leapfrog their competition. Meanwhile, those who fail to act now risk obscurity, lack of productivity and being disregarded by their consumer base. 

                  The transition to new architectures 

                  For decades, banks have relied on legacy systems to power their core operations. These often ageing platforms are becoming increasingly difficult and expensive to maintain. They have been built both in languages not commonly used and architected with a different business reality in mind. Many frequently lack the flexibility required to meet the demands of today’s digital-first customers. They also struggle to integrate with modern financial technologies. A significant challenge facing organisations is the accumulation of technical debt. There is a cost to additional work or rework caused by choosing quick or limited solutions over more robust, maintainable approaches. Over time, this can lead to significant issues that compound the challenges of legacy systems.

                  This lack of nimbleness is often the byproduct of a Frankenstein approach to architectural systems. Many financial institutions have traditionally built new features or attempted to fuse together two platforms. This is a delicate balancing act, requiring extensive planning and careful execution. If done with limited oversight, challenges can arise. These include operational disruptions, increased security risks and obvious incompatibility issues. The high risks and cost burdens associated with maintaining legacy platforms has led many banks to reconsider traditional merger approaches. Increasingly opting for modern, cloud-based microservices driven solutions that offer enhanced scalability, security and integration potential. 

                  Meeting the challenge

                  As the industry establishes governance around this necessary transition, core platforms are being replaced by newer, more adaptable microservice-based architectures. Navigating this evolution requires leveraging an industry partner with a deep understanding of the complexities and risks involved. There are challenges moving from monolithic core systems to flexible, modern frameworks. 

                  If we think back five years or so, many players in the market were already aware of this critical shift. Companies like Misys and Avaloq were acquired by private equity firms and given substantial investment to advance digital initiatives, developing solution suites. The reason for this was clear, everyone understood the market was changing. However, the challenge still remains in managing the migration of large, complex platforms. The key question has always been how to de-risk these migrations when moving to newer architectures. This is an issue across organisations, and it is something that we at Altimetrik actively work with clients in financial services to address. 

                  Data first with AI

                  If we consider platforms such as core banking or payments systems, the data generated from these transactions should, in theory, hold value. However, gaining insights from legacy platforms is significantly more challenging and the cost of extracting and utilising that data is often prohibitive. It is here that a data-driven approach to AI must be agreed upon.  

                  High-quality, accurate data lies at the core of every successful AI implementation. AI thrives on data; the more precise the data, the better the AI can learn and provide reliable insights. This fundamental truth highlights the importance of data integrity within the AI ecosystem. However, many financial institutions are struggling in this area, both in effectively using internal data and leveraging accurate, timely external data. As companies grow, their data environments become increasingly complex, adding to these challenges. 

                  As financial services organisations expand, they often face the challenge of data silos, declining data quality and scattered, disconnected data repositories. This leads to a fragmented data ecosystem. It can limit AI’s potential to deliver meaningful insights and drive improvements. This transformation requires active leadership from the top. Successful digital transformation depends on executive-level commitment and understanding. Leaders like Charles Scharf of Wells Fargo demonstrates how CEO ownership of data and AI initiatives drives organisation-wide adoption and success. Their hands-on approach ensures these technologies aren’t just IT projects, but core business strategy enablers.

                  A Single Source of Truth with AI

                  To overcome this, financial institutions should establish a Single Source of Truth (SSOT) and in doing so move away from older, somewhat clumsy core platforms. An SSOT will provide a unified, consistent view of data across the organisation. This accelerates decision-making with greater confidence. As demonstrated by successful implementations across the industry. For exmple, Bank of America’s AI-powered virtual assistant Erica providing personalised financial advice to Wells Fargo’s modernised data infrastructure. This enables enhanced risk assessment and management. By centralising core data, an SSOT enables the identification of operational inefficiencies, better monitoring of customer behaviours and effective execution of strategies to foster growth. 

                  The key question is how to successfully de-risk this transition from a fixed cost base to a more flexible, agile one. This transition is essential for becoming an outcomes-focused business with greater adaptability. So, how can technology help achieve this?  

                  One approach involves what is often (unfortunately) referred to as a Strangler Pattern. Instead of a wholesale shift from one platform to another, this modulated approach guides clients on a journey that focuses on gradually moving specific functionalities. By decomposing the legacy system function by function, we rebuild each component within the new platform. This allows the old system to run in parallel until fully replaced. Thus shrinking the monolithic structure in a manageable, low-risk way. It is a method preferred by many large financial services players when they move to become digital businesses.

                  By working within a digital business methodology that prioritises outcomes over technology, we gain significant advantages. The beauty of this function is its flexibility. When implementing a new function, the management of a FS firm may discover it isn’t meeting expectations or fulfilling business needs. And yet these clients still have the security of the old platform to fall back on and can easily revert back to the original system and refine the new function before trying again. This way of working ensures a safety net. It can reduce risk and enable iterative improvements without causing major disruptions to business operations. 

                  The full picture  

                  The transformation of core platforms through AI presents both immense opportunity and significant challenges. Those institutions willing to embrace this change, adopting data-first approaches and modern architectures, are poised to redefine the industry landscape. The transition, whilst complex, can be managed through measured strategies allowing for gradual, low-risk modernisation. As we move forward, the success of financial institutions will increasingly hinge on their ability to harness AI’s potential. They will need to create unified data ecosystems and adapt to the evolving needs of the digital age. Financial services businesses must embrace AI and modernise their core platforms or risk becoming as obsolete as a floppy disk.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  25 April 2025

                  Estimated Read time

                  5Mins

                  Ayre Group founder Calvin Ayre stresses the power of Blockchain in helping to overcome security and transparency challenges in financial data

                  The financial services sector is built on trust. However, ongoing data breaches, security vulnerabilities, and inefficiencies have severely eroded confidence in the industry. In the past five years alone, 69% of financial institutions have experienced at least one data breach, exposing the sector’s ongoing Cybersecurity challenges.

                  Financial institutions handle vast amounts of sensitive customer data, including personal identification details, transaction histories, and confidential records. All of which are prime targets for sophisticated cyber criminals. Furthermore, in exploiting weaknesses in legacy systems, third-party integrations, and cloud infrastructures, attackers gain unauthorised access, manipulate data, and compromise financial integrity.

                  Leveraging Blockchain technology

                  Recently, studies have been testing and trialling data breach detection systems that leverage Blockchain technology. This includes utilising smart contracts, self-executing agreements with predefined rules, to generate alert notifiers. These studies underscore the potential of Blockchain to enhance the speed and accuracy of data breach detection. Improvements from the standard 200+ days can be made up to as little as 10 seconds.

                  However, external threats are only part of the problem. Internal risks such as human error, data mismanagement, and outdated compliance frameworks further exacerbate data integrity issues. Nearly a third (28%) of financial service organisations cite mistakes from manual processes as their biggest data reconciliation pain point. Another key issue is the continued reliance on legacy systems, which lack the automation, security, and scalability required to maintain accurate and tamper-proof records. This highlights the growing need to restore confidence in financial data.

                  These ongoing challenges have far-reaching consequences. Alarmingly, 40% of CFOs express doubts about the accuracy of their financial records. This raises serious concerns about governance, regulatory compliance, and financial stability. Insider fraud, unauthorised transactions, and data manipulation remain major risks; calling for institutions to implement immutable systems. One such solution is Blockchain technology. As a decentralised ledger that guarantees data integrity, Blockchain can play a crucial role in enhancing the reliability of data.

                  Many institutions hesitate to adopt new technologies due to high costs and operational disruption. A report by Duco and the Financial Technologies Forum revealed that 64% of financial institutions perceive the transformation of manual processes as too expensive or time-consuming. But Blockchain technology presents a new era of data resilience that. It can address these challenges head-on, enhancing security, and restoring trust in financial data.

                  Restoring resilience with the power of Blockchain

                  One of the most powerful features of Blockchain is its ability to create immutable records. Every transaction is securely logged, forming transparent and tamper-proof audit trails. By enabling real-time auditing and decentralised verification, Blockchain reduces the risks associated with human error, fraud, and outdated systems.

                  BSV Blockchain, with its focus on scalability and low-cost transactions, enhances these benefits by enabling high-volume data processing on-chain. It makes real-time auditing more efficient and cost-effective. Additionally, its data provenance capabilities allow institutions to track the origin, history, and any modifications of every data entry. Moreover, it offers complete accuracy, ensuring the creation of auditable and reliable records that help to eliminate discrepancies. This can also minimise information asymmetry across the financial ecosystem.

                  Accurate risk assessment is the cornerstone of financial services. Investors and institutions need reliable data to evaluate risk levels in specific markets and positions. Blockchain enhances this process by providing trustworthy data that can be verified and traced back to its source. It also reduces information asymmetry by ensuring wide accessibility to high-quality data. These features boost efficiency, making markets work more effectively and enabling money to flow to investments that are correctly priced according to their risk. Furthermore, because the data is always available and immutable, it allows for quick risk assessments. This helps individuals respond faster to market changes.

                  Blockchain also has the ability to revolutionise credit ratings, making assessments more transparent, automated, and fair. Further ensuring businesses and individuals gain more equitable access to financial services. Traditionally, credit assessments have been opaque, slow, and prone to biases. Blockchain enables automated credit scoring using real-time data and self-executing smart contracts. This approach can provide a more accurate and unbiased measure of creditworthiness.

                  For example, companies like Lendoit leverage blockchain-based platforms that use decentralised credit ratings to offer fairer access to financial services. This especially benefits individuals and businesses traditionally underserved by standard credit systems.

                  A new era of trust and efficiency in financial services

                  Financial institutions face an increase in sophisticated cyber threats and the challenge of managing vast data volumes. Adopting Blockchain-based solutions will be essential for long-term sustainability. With immutable records, real-time reconciliation, and automated auditing, the financial sector can reduce risks, lower operational costs, and rebuild trust among investors, regulators, and consumers. The adoption of Blockchain will be crucial in addressing the data integrity challenges highlighted earlier, helping to restore confidence in the industry.

                  By embracing Blockchain, financial institutions can future proof their operations. This can foster greater financial inclusion, and redefine trust in the financial ecosystem. Those who adopt these advancements will not only strengthen their competitive position but will also help shape a new era of transparency, security, and innovation in global financial markets.

                  For more Blockchain insights from Calvin Ayre visit Ayre Group

                  • Blockchain & Crypto
                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  24 April 2025

                  Estimated Read time

                  2Mins

                  HBX Group eWallet incorporates advanced features such as integrated financing, access to invoices and complete traceability of transactions

                  HBX Group, a leading independent B2B travel technology marketplace has launched the HBX Group eWallet. This innovative B2B payments platform is specifically designed for the travel industry. The product has been developed in collaboration with FinPay, an e-money institution regulated by the Bank of Spain. It will be initially available in Spain in April 2025, with plans to expand to OECD countries starting in June.

                  B2B eWallet

                  A B2B eWallet is a digital solution that allows companies to securely store and manage payments quickly, and efficiently. Operating similarly to a digital wallet for consumers, it is designed to facilitate instant, cross-border transactions between companies. HBX Group eWallet, developed specifically for the travel industry, goes a step further. It incorporates advanced features such as integrated financing, invoice access, and full transaction traceability. Its aim is to digitise and automate B2B payments, reduce transaction costs, and improve the operational scalability of the travel ecosystem.

                  “HBX Group eWallet represents a decisive step toward modernising B2B payments in the travel ecosystem,” says Daniel Nordholm, chief product and new business officer at HBX Group. “We want to set a new standard for efficiency and security in the sector. The partnership with FinPay allows us to achieve this with a solution tailored to the industry’s needs.”

                  “This collaboration with HBX Group leverages the full potential of financial technology applied to real-world business contexts,” says Juan Antonio Soriano, CEO of FinPay. “FinPay represents a breakthrough in the digitalisation of B2B payments and financing. And we are proud to be the technology partner making it possible.”

                  Registration on the platform implies acceptance of the terms and conditions of FinPay, the entity responsible for the payment and financing services integrated into the solution.

                  About HBX Group

                  HBX Group is a leading global independent B2B travel technology marketplace. It owns and operates Hotelbeds, Bedsonline, and Roiback. It offers a network of interconnected travel technology products and services to partners. These include online marketplaces, tour operators, travel advisors, airlines, loyalty programmes, destinations and travel suppliers.

                  The vision is to simplify the complex and fragmented travel industry through a combination of cloud-based technology solutions. This includes curated data and a broad portfolio of products designed to maximise revenue. HBX Group is present in 170 countries and employs more than 3,600 people worldwide. It is committed to making travel a force for good, creating a positive social and environmental impact.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  23 April 2025

                  Estimated Read time

                  7Mins

                  Sofia Kyriakopoulou, Chief Data & Analytics Officer at SCOR on how GenAI is driving InsurTech innovation at leading reinsurer SCOR

                  Sofia Kyriakopoulou, a Fintech Strategy AI Champion and Group Chief Data & Analytics Officer at SCOR, spoke at InsurTech Insights revealing how GenAI innovation at one of the world’s largest reinsurers is transcending the realm of proof of concepts to become fully productive…

                  SCOR is as a tier one reinsurer – adaptable and business oriented. We are nimble, deeply technical and very focused on where and when we can play. We have an ambition to grow with our clients and see AI as the differentiator to allow us to innovate, offer new services, and to increase insurability. At SCOR, AI is not the future ambition. It’s here and now in InsurTech.

                  Delivering business value at scale with AI

                  In my role as SCOR’s Group Chief Data Analytics Officer I don’t just oversee data and AI initiatives, I aim to ensure they deliver business value at scale. Doing an AI proof of concept is relatively easy. Getting this into the hands of the user, that’s hard. And that’s what we strive to do at SCOR today. I want to give to you a glimpse of our approach and to share with you how we’re building the insurer of the future.

                  Since GenAI came into our lives in May 2022 we have all been following the frenzy of its unprecedented rise. It has the potential to change the way we work. And there are very few places where this potential is more relevant than insurance. We have ample data that has never been touched by digitalisation… The submissions, the contracts, the statements of accounts and so on. All of us who have been in data science who have tried the traditional models, we have seen the pain. The annotations, the laborious testing validation. And finally, if we could get it to work, it would’ve been so hard to scale it throughout the lines of business from the markets. Then came GenAI. And by now, many of us have figured out what it can do and what we would like to achieve with it.

                  GenAI can summarise what treaties look like across their addendums in agreements. And it can do more… Take out pieces of information and fill in my template, fill up my IT system, fill up my database. In the end, it’s not about what the technology does, it’s about what we do with it. And at the core we are focusing the opportunities in two places. Number one, the processes where it could create massive efficiencies. Number two, the new data points that could augment our analytics. And once we combine that with deep industry expertise, we believe that’s when we can go beyond pure automation.

                  Data in the DNA

                  At SCOR data is in our DNA. We’re a very technical company full of high calibre individuals and we’re growing. We see AI as a differentiator to be able to do more with the most precious piece of capital that we have – our people. So, we are embedding APIs where we believe it matters most. First of all, with our workforce. AI-powered tools are a commodity, but they’re essential. We are equipping our personnel with secure access to third party tools – essential to increase their effectiveness and efficiency. That’s where the value starts to arise – the processes. Identifying those document intensive processes where adding AI could significantly expedite them. Getting the data points for analytics that could make our decisions faster and more efficient. And that’s where it becomes really interesting, as we contemplate the jewels of the crown that we could be building.

                  AI-Powered InsurTech Underwriting

                  We believe differentiation comes from AI-powered underwriting and claims solutions. Through SCOR’s digital solutions, we’re coupling our internal knowhow with AI models to create an advantage for us as we use them internally and for our clients. We want to make the AI-powered underwriting process real when an application or submission comes in and triggers the engine to go straight to process. A certain percentage of cases work like that. Currently, if an underwriting repairer is needed the human looks at that. If we don’t have sufficient evidence that will need to be attained for the process to be reviewed again. Then we can decide what’s wrong with it. There are issues we can overcome… Number one – always back and forth with delays. Number two is human judgment – humans are not very consistent. And number three – we’re missing all the insights that we could have brought in from the past evidence. So, could we do better? Yes, we could add AI on all those human steps and augment them. We could do that. But could we look at it differently?

                  Could we think of this not sequentially, but at once, synthesising all the necessary data points when they’re needed. Looking at it again, we take evidence, we apply AI, we are structuring essential elements out, we’re triggering the underwriting rule engine, and then we’re adding any further information we have available that could support the decision making. Finally, we’re recommending to the underwriter what they should do. And to signify that this is supporting the underwriter, it’s an underwriting system and the small automation that could happen upstream. This is exactly what we’re currently using internally to augment life and health to support our underwriters.

                  SCOR’s AI Assistant

                  Our AI-powered underwriting capability is something we can provide to our clients through SCOR’s digital solution; we call it the AI Assistant. And here’s what it does in practice. When applications come in, we select the chain of thought that we’ll apply. For example, we ask it to think like a medical underwriter. It then extracts the essential pieces from the medical reports, joint records and vital family history. And then it creates a digital twin – the standardised pieces of information that the underwriters believe are the essential data points.

                  We store them and then we go deeper. We are putting the human in the loop so that humans can validate the actual sources of information. And then we complete the decision making. For example, the AI Assistant could detect an impairment and suggest the next course of action. This signifies the direction of sale. That’s the gold standard that we want to strive for.

                  Scaling AI with InsurTech

                  We don’t stop at experimentation. Data scientists like me, we love the tip of the iceberg. That’s where it’s exciting, and you can push to get the proof of concept to work. But in fact, under the water lies the very hard work one has to do… The building up of a data foundation; putting all the essential data assets together at the level of data quality that we can trust; establishing the necessary governance and then developing the IT platform in an equally robust way so it can scale. The proof of concept is not just an experiment.

                  We must plug in the actual IT landscape, the InsurTech tools where the AI is going to be consumed. And then you can go deeper and link the processes with the humans… In order to positively disrupt the process and keep the human in the loop they must be part of the journey from day one. We must educate our teams, demystify what AI is and isn’t. We must listen to their reactions because they’re the ones we will rely on to elevate the model performance.

                  Meeting the gold standard with InsurTech

                  Effective change management is for me, the essential element to allow us to go end-to-end. With insurance, and reinsurance, I believe we have come a long way. From the underwriting manuals to the rule engines, to the first AI models, probably now to the first cracking of the notorious submissions… It has been such a journey transforming both technology and the way we work. The shift, however, is beyond technology. It’s about how we operate, how we innovate, and how we create value for us and for our clients. Today, thanks to our ability to be nimble and technical at SCOR, we are in a position to connect all of the new capabilities of this value chain into what is an end-to-end comprehensive risk view. And for me, that’s the gold standard for InsurTech and what we are striving for with this AI revolution.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  21 April 2025

                  Estimated Read time

                  4Mins

                  Collaboration combines Plumery’s API-first digital platform with Darien Technology’s regional expertise to modernise customer experiences in South America and Spain

                  Plumery, a customer-centric digital banking experience platform, has announced a strategic partnership with Darien Technology. The consulting and technology firm specialises in financial services across South America and Spain.

                  Digital Banking Transformation

                  The partnership is focused on empowering banks and other financial institutions to modernise their digital channels. This is done without the complexity or cost of full-scale core replacements. Plumery’s developer-friendly, API-driven architecture is being combined with Darien Technology’s on-the-ground expertise in technology consulting, software development and UX/UI design. Moreover, the two companies are offering a fast, flexible path to digital transformation tailored to the needs of regional financial institutions.

                  Ben Goldin, Founder and CEO of Plumery, said: “This partnership allows us to extend Plumery’s reach into markets that are undergoing rapid digital change but are often held back by rigid legacy systems. Our platform provides the foundation for financial institutions to deliver seamless digital banking journeys that are easy to launch, fully customisable, and designed to scale. Through a focus on speed, cost-efficiency, and customer experience, we’re giving institutions the autonomy to evolve continuously. Without being tied to expensive vendor lock-ins or slow, professional service-heavy delivery models.”

                  A collaboration driving modern banking

                  The collaboration introduces a modern digital banking stack that integrates seamlessly with existing core systems and FinTech ecosystems. It offers financial institutions the ability to deliver omnichannel digital experiences across web and mobile. From frictionless onboarding, KYC compliance to personalised engagement and full loan origination journeys. Furthermore, the combined proposition allows financial institutions to respond immediately to changing customer expectations.

                  Plumery’s event-driven platform architecture and cloud-native infrastructure allow for real-time responsiveness, while its open design ensures banks and other financial institutions maintain full control over the user experience. Darien Technology complements this functionality with regional delivery capabilities and deep expertise in guiding financial institutions through complex innovation journeys.

                  Luis Salazar, Digital Transformation Director & CDO, EMEA at Darien Technology, said: “We’re thrilled to partner with Plumery. Their flexible, cloud-native, event-driven architecture and developer-friendly approach to digital banking, coupled with their ability to support progressive modernisation without the need for large-scale core transformations aligns perfectly with our mission to help financial institutions innovate with speed and confidence. Together, we bring not only best-in-class technology, but also deep implementation experience and local market insight that ensures banks can turn strategy into reality with reduced risk and faster time to value.”

                  About Plumery

                  Headquartered in the Netherlands, Plumery’s mission is to empower financial institutions worldwide. Regardless of size, it crafts distinctive, contemporary, and customer-centric mobile and web experiences. 

                  Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. This blend has been cultivated through years of experience at start-ups, scale-ups, and established financial institutions. Most notably at globally leading financial technology companies, where they were instrumental in creating disruptive digital banking solutions and platforms that now serve 300+ banks globally.  

                  Plumery’s Digital Success Fabric platform provides banks with the foundation for success beyond fast-time-to-market. It helps expedite the development of their digital front ends. Moreover, significantly cutting costs compared to in-house initiatives or solutions with high total cost of ownership (TCO).  

                  About Darien Technology

                  Darien Technology is a digital transformation and technology consulting firm. It empowers organisations across South America and Europe to accelerate innovation, modernise legacy systems, and deliver best-in-class digital experiences.

                  The company has nearly a decade of experience delivering complex projects in financial services, government, and education. Darien is trusted by some of the region’s most forward-thinking institutions. Its capabilities span across end-to-end software development, systems integration, UX/UI design, cloud infrastructure, digital onboarding, document management, identity verification, and AI-driven data insights.

                  From modernising banking platforms and CRM systems to launching digital onboarding solutions and mobile banking apps, Darien Technology brings the right mix of strategic guidance and hands-on technical delivery. Specialised teams – covering digital consulting, software factories, and marketing automation – allow it to deliver scalable, customer-centric platforms. Furthermore, these improve operational efficiency and user engagement.

                  Headquartered in Panama with a growing presence in Spain, DarienT’s team of consultants, engineers, and designers understand the unique challenges of regional markets. They are committed to delivering solutions that are agile, secure, and future-ready.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  14 April 2025

                  Estimated Read time

                  2Mins

                  In a major move for blockchain-powered finance, Kinexys by J.P. Morgan has launched GBP-denominated Blockchain Deposit Accounts at its London…

                  In a major move for blockchain-powered finance, Kinexys by J.P. Morgan has launched GBP-denominated Blockchain Deposit Accounts at its London branch. This marks a significant expansion of its Kinexys Digital Payments platform into the UK market. The innovation introduces one of the first blockchain-native banking products of its kind in the region. It is designed to facilitate 24/7 real-time payments and cross-border transactions for institutional clients.

                  SwapAgent, a London Stock Exchange Group Post Trade Solutions business, and Trafigura, a global leader in commodities trading, are the inaugural clients on the platform. The deployment signals a meaningful step in the evolution of blockchain in mainstream banking infrastructure, particularly in foreign exchange (FX) settlement, liquidity management, and programmable finance.

                  Blockchain delivering Programmable, Round-the-Clock Liquidity

                  The new offering allows corporate clients to settle GBP-denominated payments anytime, including weekends. And while accessing same-day FX settlements and real-time cross-border capabilities. This follows the platform’s earlier rollout of EUR-denominated blockchain accounts in Frankfurt and continues Kinexys’s push for global digital payment standardization.

                  SwapAgent will integrate Kinexys accounts into its digital post-trade pilot, with an eye toward broader adoption that could see blockchain accounts become a central part of its settlement architecture.

                  “As we expand SwapAgent’s settlement capabilities and enhance our digital presence, we’re eager to collaborate with Kinexys by J.P. Morgan”

                  Nathan Ondyak, CEO, SwapAgent

                  Trafigura Eyes Transformation in Cross-Border Treasury

                  Trafigura plans to leverage Kinexys accounts for real-time payments across New York, London, and Singapore, integrating programmable fund movement to streamline treasury operations across its global network.

                  “We are excited to advance our capabilities… [and] benefit from a transformative financial solution that will streamline our operations and enhance our competitive edge”

                  Chris McLaughlin, Global Head of Group Treasury, Trafigura

                  Kinexys: Momentum Behind the Numbers

                  Since inception, Kinexys has processed more than $1.5 trillion in transactions, with daily volumes exceeding $2 billion and 10x year-over-year growth. Its programmable payments feature, offering a self-serve “if-this-then-that” interface, provides users with automation options that traditional banking infrastructure has struggled to match.

                  This move cements J.P. Morgan’s blockchain unit as a first mover in institutional-grade digital payments infrastructure in the UK, positioning Kinexys as a major player in the convergence of blockchain, treasury, and cross-border payments.

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  10 April 2025

                  Estimated Read time

                  2Mins

                  Ozone API launches industry-first tool that enables US banks to calculate the cost of building and maintaining their own open banking APIs 

                  Ozone API, the global leader in open banking technology, has launched an industry-first tool. It forecasts an accurate estimated cost for US banks planning on building their own API infrastructure. It comes in response to the recent Section 1033 rulemaking under the Dodd-Frank Act. This means that American consumers will have the right to access and share their financial data.  

                  API Build It Calculator

                  The “Build It Calculator” can estimate the cost to a US bank of building and maintaining its own API infrastructure. It does this by analysing data points including, but not limited to, the desired length of time for project completion, the financial institution’s hosting costs and the value of a bank’s deposits. This information is then fed into a formula built according to Ozone API’s extensive experience delivering open banking infrastructure globally.

                  Moreover, the final cost even includes the salaries of employees required to support the project. This is calculated in line with the proportion of their annual working hours that would be spent on the API build, implementation and maintenance. 
                   
                  Having already been tested and validated by banks in the US, the tool helps financial institutions understand the complexity and cost involved in building APIs. Furthermore, it also reveals the hidden costs of maintenance, which can often be as much as half the cost of initial implementation every single year.  
                   
                  Using the Build It Calculator, banks of all sizes can estimate both the up-front cost and maintenance costs of building their own open banking APIs in a single phone call with Ozone API. This brings significant clarity to initiatives that often reach eight-figure budgets. 

                  Open Banking with APIs

                  “Open banking technology brings huge benefits to financial institutions as well as businesses and consumers, but building API architectures does require significant investment. We are making this tool available to help banks understand the scale of the undertaking and effectively prepare to comply with Section 1033. It’s crucial that banks are armed with accurate data to help them make the best decision, whether that is to build their own infrastructure or work with partners that can offer off-the-shelf or bespoke solutions.”  

                  Eyal Sivan, General Manager, North America, Ozone API
                   
                  The tool has been rolled out in the US already and is set to expand into new regions globally, including the UK, MENA, LATAM and APAC.   


                  About Ozone API

                  Ozone API empowers banks and financial institutions around the world to deliver high performing, standards-compliant open APIs.  
                   
                  As open banking and open finance sweep the world, Ozone API helps banks and financial institutions to adapt and thrive in the new era of open data, by providing the technology to unlock the power of open finance globally.  
                   
                  The UK-based FinTech is the leading standards-based open API platform, supporting all global standards and providing the tools and expertise to help banks and financial institutions comply with regulation and create real commercial value.  
                   
                  With a founding team that led the development of the UK open banking standards, Ozone API continues to shape open finance globally helping regulators, banks and technology platforms to accelerate open finance. Learn more: https://ozoneapi.com/

                  • Digital Payments
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  9 April 2025

                  Estimated Read time

                  3Mins

                  Ripple, the leading provider of digital asset infrastructure for financial institutions, has announced it is acquiring Hidden Road for $1.25…

                  Ripple, the leading provider of digital asset infrastructure for financial institutions, has announced it is acquiring Hidden Road for $1.25 billion. This represents one of the largest deals in the digital assets space. Additionally, with the acquisition, Ripple becomes the first crypto company to own and operate a global, multi-asset prime broker. Hidden Road is one of the fastest-growing prime brokers around the world. It offers institutions a one-stop-shop of advanced services. These include clearing, prime brokerage, and financing across foreign exchange (FX), digital assets, derivatives, swaps, and fixed income.

                  Ripple driving crypto industry growth

                  For the crypto industry to achieve the next phase of growth, it’s critical that core infrastructure is in place for institutional adoption. Prime brokers bring the necessary credibility and professional trading services expected in legacy finance to digital assets. Together, Ripple and Hidden Road are bringing the promise of digital assets to institutional customers at scale. They are bridging traditional finance and decentralised finance (DeFi).

                  Hidden Road has a strong business, clearing $3T annually across markets with more than 300 top institutional customers. Moreover, with the backing of Ripple’s significant balance sheet, Hidden Road will exponentially expand its capacity to service its pipeline. It will become the largest non-bank prime broker globally.

                  “We are at an inflection point for the next phase of digital asset adoption. The US market is effectively open for the first time due to the regulatory overhang of the former SEC coming to an end. And the market is maturing to address the needs of traditional finance,” said Brad Garlinghouse, CEO of Ripple. “With these tailwinds, we are continuing to pursue opportunities to massively transform the space. We are leveraging our unique position and strengths of XRP to accelerate our business and enhance our current solutions and technology.”

                  This acquisition also reinforces Ripple USD’s (RLUSD) position as an enterprise-grade USD-backed stablecoin with real utility. Hidden Road leverages it as collateral across its prime brokerage products. This will make RLUSD the first stablecoin to enable efficient cross-margining between the digital asset space and traditional markets.

                  Decentralised Finance (DeFi)

                  Hidden Road will, in turn, migrate its post-trade activity across XRPL. This will streamline operations and lower costs, demonstrating XRPL’s potential as the go-to blockchain for institutional decentralised finance (DeFi). Ripple also sees the potential to optimise costs and liquidity in its cross-border payments solution, Ripple Payments. And Ripple will provide critical custody services to Hidden Road’s customers who need bank-grade digital asset custody.

                  “With new resources, licenses, and added risk capital, this deal will unlock significant growth in Hidden Road’s business. Allowing us to increase capacity to our customer base, expand into new products, and service more markets and asset classes,” said Marc Asch, Founder and CEO of Hidden Road. ”Together with Ripple, we’re bringing the same level of trust and reliability that institutional clients are accustomed to in traditional markets. We are designed and optimised for a digital world.”

                  Digital Asset development

                  Thanks to its simple, secure, compliant digital asset infrastructure, Ripple is well-positioned to provide the core services that financial institutions need to tokenise, store, exchange and move digital assets. Furthermore, Ripple has over a decade of experience in the digital asset space and holds 60+ regulatory licenses and registrations in various jurisdictions.

                  Ripple participated in Hidden Road’s Series B and is a customer of its platform, experiencing firsthand the strength of the team, technology, risk management, and operational controls. The deal is expected to close in the coming months, subject to regulatory approvals.

                  • Digital Payments

                  Author

                  Anish Kapoor

                  Published

                  4 April 2025

                  Estimated Read time

                  5Mins

                  AccessPay CEO Anish Kapoor examines the positive impact of DORA on the digital payments industry

                  The EU’s Digital Operational Resilience Act (DORA) is a positive step for the payments industry and will help boost the resilience of an ecosystem that has changed radically over the last twenty years. Even so, the implications of this landmark regulation for payment service providers (PSPs) are complex and far-reaching. It will require investment in processes and infrastructure, which must also factor in the ongoing shift to real-time payments.

                  The technology backstory

                  Two decades ago, payment technology predominantly referred to back-end systems used by banks and PSPs to process electronic transactions. Online banking was still in its infancy, the smartphone hadn’t yet been launched, and traditional payment methods such as cash and cheques were much more prevalent.  

                  Today, it is a very different story. The number of electronic payments made via cards and digital wallets, credit transfers and direct debits has exploded. Technology is front and centre in payment service delivery, as individuals and businesses use online portals and mobile apps to manage accounts and initiate payments. While the rise of real-time payments, such as the EU’s SEPA Instant Credit Transfer (SCT Inst), means an increasing proportion of bank transfers are settled instantly rather than over several working days, which also means that anti-fraud measures and other compliance checks have to take place in real-time given the heightened fraud risk.

                  So, if there is a technological failure at any point in this new world of payments, it can have immediate and considerable ramifications for individuals and businesses. The now-infamous CrowdStrike outage in July 2024 affected several sectors, including banking, with some PSPs unable to process payments. More recently, an hours-long glitch at Bank of Ireland in December 2024 caused delays in processing payroll transactions for some employers, while a two-day outage at Barclays in February 2025  left customers unable to make bank transfers and use their debit cards. To catch up, Barclays had to process payments over the weekend and extend call centre operating hours.  

                  DORA’s goals

                  DORA aims to make the EU’s financial institutions (FIs) more resilient to information and communication technology (ICT) risks. It will minimise the potential for IT outages and require FIs to be back online as quickly as possible when they do occur. From a practical perspective, it will oblige them to create and implement ICT risk management frameworks. And meet new requirements for resilience testing, outage reporting, and information sharing.

                  Of course, the advent of DORA adds to the compliance burden for FIs, who will partly be spurred to comply to avoid fines for non-compliance and the associated negative press. Still, its rollout should be seen as positive for the industry. It should help to improve resilience across the ecosystem and boost customer confidence in the sector.

                  Improving infrastructure resilience with DORA

                  One angle that is less widely discussed when it comes to DORA is its implications for a PSP’s infrastructure. Whether developed in-house or outsourced, payment systems will need to have the capacity to accommodate peak loads following any outage. This will require PSPs to scale by multiples of their standard throughput.

                  For example, if a PSP’s average processing volume is 1,000 transactions per hour and its systems are down for three hours, it will need to have the capacity to process those 3,000 outstanding transactions once service resumes. And without impacting new transactions coming through the system. Additionally, if they are real-time payments, the delayed transactions must be settled as soon as possible. In this hypothetical example, such an outage would mean the system needs to handle 4,000 transactions in one hour, four times its usual capacity.

                  This requirement to recover quickly from IT outages will necessitate additional investment in infrastructure and automation. Especially given the move towards real-time settlement. In particular, it will likely drive interest in cloud-native technology, which can scale more readily on demand.

                  Third-party vendor relationships

                  DORA will also significantly impact how PSPs manage third-party IT vendor relationships. This development has been driven by the growing complexity of the financial ecosystem in the wake of digitisation and the rise of open banking. Research from McKinsey Digital highlights how the growth in the number of apps and vendors has increased the complexity and pressure on IT leaders.  

                  Under DORA, FIs are expected to monitor third-party providers, update supplier contracts to cover IT resilience, and establish an oversight framework for critical third-party providers. Consequently, conducting due diligence on third-party providers, particularly new vendors, and their approach to resilience is essential. Generally, we are likely to witness a flight to quality, with the providers that invest in controls and resilience set to fare best in the long term.

                  Adjusting to DORA

                  The arrival of DORA is a positive development for the payments industry. The sector has changed significantly in recent decades and relies heavily on technology for service delivery. Likewise, its customers depend on the PSPs to deliver their services so that they can conduct their business uninterrupted. However, the changes required by DORA are extensive and will require PSPs to invest in their infrastructure, processes and third-party relationships. As they adjust to the requirements of DORA, PSPs should ensure that infrastructure is resilient and flexible enough to handle surges in transaction flows. And factor in the shift to real-time settlement, which will only add to the demands made of payment systems.

                  • Cybersecurity in FinTech
                  • Digital Payments

                  Author

                  Arsalan Minhas

                  Published

                  3 April 2025

                  Estimated Read time

                  5Mins

                  Arsalan Minhas, AVP Sales Engineering, EMEA & APAC, at Hyland, on how AI revolutionising financial services

                  Artificial intelligence (AI) is revolutionising financial services, reshaping how institutions detect fraud, personalise customer experiences, and optimise investment strategies. From AI-powered chatbots assisting customers to machine learning models predicting market trends, the technology is driving unprecedented efficiency and insight.

                  Yet, alongside these advancements come new challenges. AI-driven scams are evolving in sophistication, algorithmic biases raise ethical concerns, and regulatory scrutiny is increasing. As financial institutions accelerate AI adoption, they’re walking the fine line between harnessing its benefits and mitigating its risks. 

                  AI in fraud detection and prevention – strengthening security measures

                  One of the most critical areas where AI has transformed financial services is fraud detection and prevention.

                  Traditional fraud prevention methods relied on static rule-based systems, which were often ineffective at identifying evolving threats. Such systems aren’t necessarily equipped to keep up with the sheer pace of financial service operations today, which has led to a surge of interest in automated alternatives.

                  AI, particularly machine learning algorithms, offers a dynamic solution by analysing vast datasets in real time to identify anomalies and potential fraud. AI also enhances biometric authentication methods, such as voice and facial recognition. This can ensure secure access to accounts, reducing the reliance on passwords, which are vulnerable to breaches.

                  According to a recent McKinsey report, AI-driven fraud detection systems can reduce financial fraud losses by up to 50%. Making them a crucial asset for financial institutions. These unprecedented levels of speed and versatility has made AI a priority for even the biggest players.

                  Of course, fraud detection is not without its challenges. Criminals are also leveraging AI to create sophisticated scams, such as deepfake-based identity fraud. And the introduction of new technologies can challenge cybersecurity initiatives.

                  With that in mind, financial institutions must constantly update their AI models to stay ahead of emerging threats. Regulatory compliance adds another layer of complexity, as AI’s decision-making much align with consumer protection laws and data privacy regulations like GDPR and CCPA.

                  The future of Customer Experience

                  On the customer-facing side of things, Artificial Intelligence is transforming the customer experience through hyper-personalised financial services. Gone are the days of generic banking interactions. AI now enables financial institutions to tailor services based on individual customer behaviours, preferences and financial goals.

                  Leading UK banks like NatWest and Lloyds Bank have invested heavily in AI-powered virtual assistants. NatWest’s digital assistant, Cora, has handled millions of customer interactions, providing real-time financial insights, bill reminders, and even fraud detection alerts. Similarly, HSBC uses AI-driven tools to analyse spending patterns and offer personalised financial advice. The ability to assess transaction data allows banks to recommend budgeting strategies, suggest tailored loan offers, and predict future financial needs, making banking more intuitive and customer centric.

                  AI-driven robo-advisors, such as those offered by Nutmeg and Moneyfarm, have revolutionised investment management by providing algorithm-based financial planning. These platforms leverage AI to assess risk tolerance, market trends, and historical data to offer personalised investment strategies with lower fees than traditional financial advisors. 

                  While such tools can be incredibly effective, they do raise concerns about data privacy and algorithmic bias. The more AI knows about an individual’s financial habits, the greater the risk of data misuse or bias in lending and investment recommendations.

                  Financial institutions must therefore ensure transparency and fairness in AI decision-making to build customer trust and meet regulatory regulations. The basis upon which customers share their personal data, and the protections that it is afforded, are a non-negotiable for any serious financial organisation.

                  Redefining market strategies in trading and investment

                  According to Deloitte, Artificial Intelligence is poised to be one of the most disruptive forces in investment management. High-frequency trading (HFT) firms now rely on AI algorithms to process vast amounts of market data within milliseconds. It also enables hedge funds and investment firms to predict market movements by analysing patterns from historical data, social media sentiment, and global economic indicators.

                  Leading firms like Man Group and XTX Markets have harnessed AI to enhance their trading strategies and portfolio management. Man Group, managing $175 billion in assets, utilises machine learning tools to develop its platform, ManGPT, to analyse trades and optimise investment decisions.

                  Similarly, XTX Markets, a London-based trading firm, employs advanced AI models to execute millions of trades daily, emphasising AI-driven strategies over sheer speed. Predictive analytics have become an indispensable tool in portfolio management, helping firms adjust their strategies based on real-time market fluctuations.

                  Naturally, these automated tools require to-the-second oversight from the business itself. The 2010 Flash Crash, in which the stock market plunged nearly 1,000 points within minutes, was exacerbated by algorithmic trading. AI-driven trading models can react unpredictably in volatile markets, amplifying risks if not properly regulated. Humanised AI – the combination of human and AI working in concert, rather than automated systems working in isolation – is crucial.

                  The future of AI in financial services

                  As Artificial Intelligence continues to evolve, its integration within financial services will only deepen. Institutions that successfully integrate AI into their operations will gain a significant competitive advantage. Benefiting from enhanced fraud detection, superior customer experiences, and data-driven investment strategies.

                  These businesses must also navigate the complexities of regulatory compliance, data privacy, and ethical AI deployment. The EU’s AI Act is one of many policies aiming to create the most robust governance structures for AI applications, and finance is no exception.

                  Striking the right balance between innovation and regulation will be crucial to ensuring AI remains a force for positive transformation rather than disruption. Financial institutions must prioritise transparency, human oversight, and ethical considerations in deployment to fully realise its potential while maintaining consumer trust.

                  The financial industry is on the brink of an AI-driven revolution. With careful implementation and responsible oversight, the technology has the power to make financial services more secure, efficient, and customer-friendly than ever before. Institutions that embrace this technology while addressing its challenges will shape the future of finance, redefining the way money is managed, invested, and protected in the years to come.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  26 March 2025

                  Estimated Read time

                  2Mins

                  Itaú Unibanco reinforces its foreign exchange solutions, enabling instant payment in foreign currency directly through the app

                  Itaú Unibanco has partnered with Wise Platform to enable customers to send and make digital payments in foreign currency instantly and directly through the Itaú app. The goal is to deliver an even more complete solution for its customers, who already have currency reserves through the app and an international account.

                  Itaú expanding reach in Brazil

                  Itaú is strengthening its presence in the Brazilian foreign exchange market, where it achieved leadership in the primary ranking published by the Central Bank of Brazil. In partnership with Wise Platform, the solution it is launching will transform the experience of individual customers with international foreign exchange needs. Offering immediate digital payments and remittances, with tracking of transactions.

                  The new solution will allow customers to make international digital payments or send money in the same way and with the same simplicity as Pix. This can be done at any time of the day, every day of the week, overcoming business hours restrictions. In addition, the entire process can be monitored in real time, with transparency and visibility over each stage of the transaction. 

                  “Over the past few years, we have evolved our foreign exchange solutions for tourists, offering currency exchange reservations directly through the app and withdrawal at our branches or 24-hour ATMs. We launched the international account and expanded the benefits of points on our credit cards, and now we have evolved in international remittances. People need to send money abroad, whether to make a payment or to send money to a child who is on an exchange program, for example. To meet this need, we believe that sending money abroad should be as easy and fluid as Pix and directly in the Itaú app.”

                  Gabriel Rombenso, Superintendent of Products and Corporate Sales at Itaú Unibanco

                  Instant Digital Payments with Wise Platform

                  Initially, it will be possible to send and pay instantly in Euros and Pound Sterling for transactions under the same holder. The aim is to offer 12 additional currencies for digital payments, including US dollars, Canadian dollars, Australian dollars, Japanese yen, and New Zealand dollars, by the end of 2025.

                  “The partnership with Itaú, is a true testament to how banks can deliver better cross-border payments experiences to their customers at scale by leveraging the capabilities of Wise Platform. Itaú shares our strong vision of improving cross-border money movement. We are excited to work with them to make cross-border payments – fast, transparent, affordable and convenient – a core element of their service.”

                  Steve Naudé, Global Managing Director of Wise Platform

                  With this initiative, Itaú Unibanco advances its innovation strategy and reaffirms its commitment to placing the customer at the centre of the journey, It is offering solutions that combine cutting-edge technology with the solidity and trust of a leading institution in the Brazilian financial market.

                  • Digital Payments

                  Author

                  Scott Zoldi

                  Published

                  25 March 2025

                  Estimated Read time

                  4Mins

                  Scott Zoldi, Chief Analytics Officer at FICO, explains why there should be no AI alone in decision making processes

                  Many AI models are black boxes and developed without proper consideration for interpretability, ethics, or safety of outputs. To establish trust, organisations should leverage Responsible AI. This defines standards of robust AI, explainable AI, ethical AI, and auditable AI. Under Responsible AI, developers define the conditions that lead to some transactions having less human oversight and others having more. But can we take people out of the decision-making loop entirely? To answer that question, let’s look at some developments in Responsible AI.

                  Trust in Developing AI Models

                  One best practice that organisations can adopt is maintaining a corporate AI model development standard. This dictates appropriate AI algorithms and processes to enable roles that keep people in the loop. This will often include the use of interpretable AI, allowing humans to review and understand what AI has learned for palatability, bias, ethical use and safety. Auditable AI will then codify the human-in-the-loop decisions and monitoring guidelines for operational use of the AI.

                  Responsible AI codifies all the essential human decisions that guide how AI will be built, used and progressed. This includes approving or declining the use of data, removing unethical relationships in data (i.e., illegal or unethical data proxies), and ensuring governance and regulation standards are met. Responsible AI leverages an immutable blockchain that dictates how to monitor the AI in operation. And the decision authority of human operators, which can include conditions where AI decisions are overruled, and operations move to a ‘humble AI model.’ AI Practitioners are keenly aware that even the highest performing AI models generate large number of false positives. So, every output needs to be treated with care and strategies defined to validate, counter, and support the AI.

                  A Responsible AI framework

                  There should be a well-defined process to overrule or reverse AI-driven decisions. If built in a Responsible AI framework, these decisions are codified into a crystal-clear set of operating AI blockchain frameworks well before the AI is in production. When there is a crisis you need clear preset guidance, not panicked decision making. This blockchain will define when humans can overrule the AI through alternate models, supporting data, or investigative processes. This AI operating framework is defined in coordination with the model developers, who understand the strengths and weaknesses of the AI. And when it may be operating in ways it wasn’t designed, ensuring there is no gap between development and operation. When auditable AI is employed, there are no nail-biting decisions in times of crisis. You can rely on a framework that pre-defines steps to make these human-driven decisions.

                  Companies that utilise Responsible AI frameworks enforce usage adherence by auditable AI, which is the operating manual and monitoring system. Embracing Responsible AI standards can help business units attain huge value. At the same time they can appropriately define the criteria where the businesses balance business risks and regulation. Domain experts/analysts will be given a defined span of control on how to use their domain knowledge and the auditable AI will monitor the system to alert and circumvent AI as appropriate.

                  Drawback prevention begins with transparency

                  To prevent major pull-back in AI today, we must go beyond aspirational and boastful claims to honest discussions of the risks of this technology. We must define how involved humans need to be. Companies need to empower their data science leadership to define what is high-risk AI, and how they are prepared or not to meet responsible/trustworthy AI. This comes back to governance and AI regulation. Companies must focus on developing a Responsible AI programme, and boost practices that may have atrophied during the GenAI hype cycle. 

                  They should start with a review of how AI regulation is developing, and whether they have the tools to appropriately address and pressure-test their AI applications. If they’re not prepared, they need to understand the business impacts of potentially having AI pulled from their repository of tools. And get prepared by defining AI development/operational corporate standards. 

                  Companies should then determine and classify business problems best suited for traditional AI vs. generative AI. Traditional AI can be constructed and constrained to meet regulation using the right algorithms to meet business objectives. Finally, companies will want to adopt a humble AI approach to have hot backups for their AI deployments. And to tier down to safer tech when auditable AI indicates AI decisioning is not trustworthy.

                  The vital role of the Data Scientist

                  Too many organisations are driving AI strategy through business owners or software engineers who often have limited to no knowledge of the specifics of AI algorithms’ mathematics and risks. Stringing together AI is easy. Building AI that is responsible and safe and properly operationalised with controls is a much harder exercise requiring standards, maturity and commitment to responsible AI. Data scientists can help businesses find the right paths to adopt the right types of AI for different business applications, regulatory compliances, and optimal consumer outcomes. In a nutshell: AI + human is the strongest solution. There should be no AI alone in decision-making.

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto

                  Author

                  Dan Brightmore

                  Published

                  21 March 2025

                  Estimated Read time

                  5Mins

                  InsurTech Insights Europe 2025: A Transformational Gathering for the Future of Insurance

                  InsurTech Insights Europe 2025, held on March 19-20 at the InterContinental London – the O2, reaffirmed its status as the premier conference for insurance technology professionals across the continent. Drawing more than 6,000 attendees from over 80 countries, the event brought together C-level executives, startup founders, investors, and tech leaders. They explored the evolving future of insurance powered by innovation and digital transformation.

                  Key Themes

                  With seven stages and over 400 speakers, the conference agenda was packed with compelling keynotes, forward-looking panel discussions, fireside chats, and practical workshops.

                  The overarching theme of the 2025 edition was crystal clear: artificial intelligence (AI) is no longer a futuristic concept, it’s the driving force behind today’s insurance innovation. Topics like automation, generative AI, claims transformation, underwriting analytics, embedded insurance, cyber security, and ESG all reflected a dynamic industry poised for rapid acceleration.

                  A Focus on Leadership & Diversity

                  One of the standout sessions was the panel discussion titled “The ROI of Gender Diversity: Breaking the Glass Ceiling for Women in Leadership”, held on the Purple Stage. Featuring high-level voices from Solera, unlock VC, and AXA XL, the panel addressed the often-overlooked yet crucial importance of gender diversity in executive roles. The discussion didn’t stop at raising awareness; it presented measurable business outcomes tied to diverse leadership and called for action to foster inclusivity across all levels of the industry.

                  Complementing this session was “The Women in Insurance Power Group Meet-up”, a networking event held at the Sky Bar on the 18th floor. Attendees not only connected over lunch but were also invited into an exclusive WhatsApp group, encouraging long-term collaboration and support among female leaders and allies in the space.

                  The Innovators Hub and the ITI Marquee: Where the Future Was Born

                  A major addition to this year’s conference was the debut of the ITI Marquee. A vibrant, purpose-built zone dedicated to showcasing bold ideas and startup brilliance. This space housed the Innovators Hub, which included its own dedicated Innovator’s Stage. Here, early-stage ventures and InsurTech pioneers pitched their solutions to panels of VCs, corporate innovation leads, and fellow founders.

                  This setting offered more than exposure, It cultivated real-time connections between startups and investors, giving many smaller players their first shot at meaningful partnerships or funding opportunities. The diversity of ideas, from AI-powered claims processors to data-driven risk models for climate insurance, reflected the industry’s hunger for next-gen solutions.

                  Keynote InsurTech Highlights

                  One of the most talked-about moments of the event came from Daniel Schreiber, CEO and Co-Founder of Lemonade, whose opening keynote explored how AI can dramatically enhance customer experience in insurance. He challenged the audience to rethink not just how insurance is sold or serviced, but why it’s offered. And how technology can transform its social impact.

                  Another crowd favourite was the session on “The Path to Embedded Insurance”, which unpacked how insurance products are increasingly being bundled into digital ecosystems like ecommerce platforms, mobility apps, and smart home technologies. This wasn’t just a hype piece. Real-world case studies from European neobanks and auto insurers illustrated how embedded models are already driving customer growth and retention.

                  Among the compelling keynotes on the Main Stage, Sofia Kyriakopoulou, a Fintech Strategy AI Champion and Group Chief Data & Analytics Officer at SCOR, revealed how GenAI innovation at one of the world’s largest reinsurers is transcending the realm of proof of concepts to become fully productive.

                  InsurTech Deep Dives: AI, Data & Digital Claims

                  Sessions throughout the week made it clear that AI is at the forefront of virtually every area of insurance operations. Whether it was applied in predictive underwriting, fraud detection, or personalised customer engagement, companies are looking to AI not just for marginal gains but foundational transformation.

                  A standout workshop on AI in Claims Automation included live demos from startups using computer vision and NLP to automate damage assessment. Meanwhile, a session on Data-Driven Underwriting shared how insurers are replacing traditional risk proxies with real-time data streams, from wearables to smart meters.

                  Cybersecurity was another hot topic, with insurers discussing how to build resilient cyber products in the face of increasing digital threats and regulatory complexity.

                  Global Meets Local: The Power of Diversity

                  Although a European event at heart, the conference had a distinctly global flair. Speakers came from the U.S., Singapore, Brazil, South Africa, and the Middle East. They brought diverse perspectives on shared challenges such as climate change, digital regulation, and consumer trust.

                  Simultaneously, European startups shone on stage. Companies from the UK, Nordics, DACH, and Benelux presented innovative, often niche solutions for localised market challenges—from parametric crop insurance to real-time mobility coverage.

                  Trade Exhibition & Brand Visibility

                  The exhibition floor was a hive of activity, featuring booths from established players like Munich Re, Swiss Re, Guidewire, Duck Creek, and Cognizant, alongside vibrant startup showcases. Product demos, swag giveaways, and live challenges kept engagement high and made it easy for brands to stand out.

                  The conference proved to be a golden opportunity for brand elevation, allowing companies to position themselves as thought leaders or rising disruptors in front of an incredibly curated audience.

                  InsurTech Insights Europe: The Verdict

                  The closing remarks from Kristoffer Lundberg, CEO of InsurTech Insights, captured the spirit of the event:

                  “It’s a privilege for us to gather together the sharpest minds in the industry to discuss the role of AI in insurance. The direction and impact of these technologies will shape the space for decades to come.”

                  Indeed, InsurTech Insights Europe 2025 wasn’t just a conference, it was a strategic gathering. A melting pot of ideas and a launchpad for the next generation of insurance products and platforms. Attendees walked away not just with new business cards, but with fresh ideas, collaborative leads, and the motivation to drive innovation within their own organisations.

                  As the insurance industry continues to evolve amid mounting global challenges and rapidly advancing tech, this event served as a timely and energising reminder… The future is not something to wait for—it’s something to build, together.

                  • Artificial Intelligence in FinTech
                  • Host Perspectives
                  • InsurTech

                  Author

                  Guy Marion

                  Published

                  20 March 2025

                  Estimated Read time

                  4Mins

                  Guy Marion, CMO at Chargebee, on how businesses can get ahead of the ‘click-to-cancel’ movement through customer-centricity

                  The promise of predictable revenue now comes with heightened customer expectations. As regulators worldwide push for ‘click-to-cancel’ requirements for subscriptions, businesses face a critical choice. Do they wait for regulations to force changes, or transform cancellation friction into an opportunity for deeper customer trust? For revenue leaders, the question isn’t just about compliance – it’s about turning a potential disruption into a competitive advantage.

                  In the US, the Federal Trade Commission’s (FTC) new rule will require businesses to simplify cancellations and obtain consent for monthly renewals and the conversion of free trials to paid memberships. Similar measures are already in place in France, where self-serve cancellation buttons became mandatory in 2023. The UK’s 2024 Digital Markets, Competition and Consumers Act echoes this trend and serves as a prelude to anticipated further regulations.

                  As regulations evolve in 2025, subscription businesses that proactively embrace customer-friendly cancellation policies will have a competitive advantage in the market.

                  Customers value control with ‘click-to-cancel’

                  Research by Chargebee reveals that ‘click-to-cancel’ options are by far the preferred offboarding method for customers. Standing in stark contrast with complicated cancellation processes that can alienate customers and jeopardise return business. Customers are pushing back against the unclear terms of ‘negative option’ subscription models. These automatically renew memberships unless explicitly cancelled. Transitioning to transparent subscription models pre-empts regulatory penalties and serves to differentiate businesses as customer-centric.

                  Businesses need to adapt their strategies around cancellations by embedding the process into the product experience and prioritising it as an opportunity for dialogue with the customer. Feeling forced to maintain an unwanted subscription is not the ticket to brand loyalty or advocacy. When the cancel intent is clear it’s best to let customers leave.


                  Leaving is learning

                  Providing an easy exit doesn’t have to conclude the customer journey, but can instead provide an opportunity for future engagement. Subscription businesses should view every cancellation as a diagnostic tool for what went wrong. If a customer leaves, it’s usually because their perceived value of your product fell short of the cost. Maybe they’re right, and the product could be improved. In which case, you have valuable data to enhance your offering. Alternatively, perhaps they just weren’t presented with a clear enough value proposition, which if identified, gives you the chance to enlighten them.

                  If the customer sees value but has budget constraints, offering discretionary reductions empowers them to choose to continue their membership. Therefore, identifying why customers want to leave can provide the intelligence needed to drive long-term loyalty. Even turning once-hesitant customers into brand advocates.

                  For instance, a subscription fitness app might discover that seasonal habits influence customer retention, enabling it to adjust the timing of specific content to better align with trends. Proactive communication is key, as it helps reveal the ‘why’ behind churn. Offering exit surveys, personalised retention offers, or pausing memberships instead of outright cancellations maintains a dialogue with the customer, and may even persuade them to stay.


                  Making friends with machine learning

                  AI-powered analytics are transforming how businesses understand and prevent subscription cancellations. By analysing customer behaviour patterns, companies can now identify early warning signs of churn and address issues before customers reach for the cancel button. This proactive approach doesn’t just comply with click-to-cancel regulations – it helps businesses build stronger customer relationships through data-driven insights and timely interventions.

                  Leveraging the predictive power of AI-enabled platforms will be key to supporting customer retention. Businesses can identify patterns of usage across individuals and demographics, spotting trends and addressing them accordingly. This can be targeted interventions, such as discounts, or reiterating the value proposition in tutorials and new product features.

                  Evolve your payment system to reduce churn

                  When it comes to fighting cancellations with a good customer experience, billing and payment processes need special attention. Many customers cite billing frustrations, such as unexpected charges and convoluted payment methods, as reasons for ending their memberships. Investing in advanced subscription management tools that prioritise flexibility, transparency, and personalisation is helpful to mitigate cancellation intent before it crystallises.

                  Actionable insights businesses should implement: 

                  • Adaptable pricing strategies: Customisable plans that cater to different customer needs and budgets help increase value perception.
                  • Automated revenue recovery: Automatically recovering failed payments – such as those inadvertently caused by expired payment methods – prevents revenue loss and removes potential friction with customers.
                  • Grace period and reminder: Allowing a brief buffer for overdue payments, paired with well-timed reminders, helps retain customers who may otherwise churn.
                  • Data-driven insights: Levelling up your analytics capabilities helps identify patterns of disengagement, enabling you to act before cancellation occurs.

                  Foundations for the Future

                  The adoption of ‘click-to-cancel’ rules reflect a broader trend toward customer empowerment. Businesses that resist this shift not only risk their brand image but also forgo the opportunity to deliver better customer experiences. Ultimately, it is only a matter of time before regulations tighten and going willingly is always preferable to being pushed. Staying a step ahead means organisations can plan and implement changes smoothly – and position themselves positively. Subscription businesses that heed the warnings now and build positive cancellation experiences will reap the rewards of strengthened customer retention, in 2025 and beyond.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  17 March 2025

                  Estimated Read time

                  6Mins

                  MoneyLIVE Summit 2025: A stellar combination of thought leadership, cutting-edge technology showcases and unparalleled networking opportunities

                  The MoneyLIVE Summit 2025, held on March 10th-11th at London’s Business Design Centre, once again positioned itself as one of the most significant events in the banking and financial services industry. With over 1,500 attendees, 200+ speakers, and an agenda packed with insights on digital transformation, AI-driven innovation, and payment advancements, the event delivered a comprehensive overview of the future of financial services.

                  As one of Europe’s most influential FinTech and banking conferences, MoneyLIVE Summit attracted executives from leading institutions, including HSBC, Revolut, Standard Chartered, Barclays, Google, and Mastercard, providing attendees with unparalleled networking opportunities and deep dives into the latest industry developments.

                  The 2025 edition of MoneyLIVE Summit focused on several key themes within the financial sector, including:

                  • AI and Automation in Banking
                  • The Future of Payments and Open Banking
                  • Sustainability and ESG in Finance
                  • The Evolution of Embedded Finance
                  • Cybersecurity and Fraud Prevention
                  • Modernising Legacy Systems

                  AI and Automation: The Next Frontier

                  One of the most anticipated discussions centredd on Artificial Intelligence (AI) and Automation in Financial Services. Keynote speakers such as Taylan Turan (CEO, Retail Banking, HSBC) and Francesca Carlesi (CEO, Revolut UK) highlighted how AI is revolutionising customer interactions, risk assessments, and fraud detection.

                  A standout panel featured representatives from Google Cloud, Lloyds Banking Group, and Monzo, discussing the ethical implications of AI-driven banking and how institutions can balance efficiency with regulatory compliance. The consensus? AI is no longer a futuristic concept but an operational necessity.

                  On the opening day we spoke with Tim Mason, Managing Director for Artificial Intelligence at Deutsche Bank, and Publicis Sapient VP Jan-Willem Weggemans, about the rise of Agentic AI. Look out for this feature in the May edition of FinTech Strategy Magazine. Publicis Sapient also hosted an AI Champions Meet Up.

                  The Future of Payments and Open Banking

                  With open banking continuing to disrupt traditional financial models, this year’s summit included multiple sessions on its evolution. Speakers from Visa, Mastercard and Stripe explored how real-time payments and digital wallets are reshaping the customer experience.

                  One of the most engaging sessions was on CBDCs (Central Bank Digital Currencies) and the impact of digital currencies on global trade. Representatives from the Bank of England and the European Central Bank provided valuable insights into regulatory developments and the long-term feasibility of CBDCs in mainstream banking.

                  Sustainability and ESG in Finance

                  The financial industry’s role in Environmental, Social, and Governance (ESG) initiatives was another critical theme. With growing investor interest in sustainable finance, executives from Barclays, NatWest, and BlackRock discussed how banks can integrate ESG principles into lending and investment strategies.

                  A major highlight was a fireside chat with Ana Botín, Executive Chairman of Santander Group, who emphasised the need for banks to take the lead in financing climate action while maintaining profitability. She stressed that FinTech innovation must align with sustainability goals to drive real change.

                  Notable Speakers & Thought Leadership

                  MoneyLIVE Summit 2025 featured an impressive lineup of speakers, including CEOs, policymakers, and FinTech pioneers. Notable names included:

                  • Francesca Carlesi (CEO, Revolut UK) – Discussed the role of challenger banks in redefining customer expectations.
                  • Taylan Turan (CEO, Retail Banking, HSBC) – Spoke about how traditional banks must adapt to stay competitive in an increasingly digital world.
                  • Saif Malik (CEO, UK, Standard Chartered Bank) – Shared insights on the rise of embedded finance and its impact on global banking.
                  • Anne Boden (Founder, Starling Bank) – Highlighted the impact of neobanks on legacy banking institutions.
                  • Google Cloud & AWS Representatives – Covered AI’s growing role in fraud prevention and customer engagement.
                  • Lee McNabb (Head of Payment Strategy, NatWest) – Shared views on modernising core payment architecture for the long term.

                  The diversity of perspectives provided attendees with a well-rounded understanding of the industry’s challenges and opportunities in the coming years.

                  MoneyLIVE Networking & Attendee Experience

                  Networking has always been a key highlight of MoneyLIVE Summit, and the 2025 edition did not disappoint. The event provided ample opportunities for professionals to connect, with dedicated networking zones, private meeting areas, and an exclusive VIP lounge for C-level executives.

                  The FinTech Startup Village was a must-visit area, showcasing some of the most innovative fintech startups in Europe. Several emerging companies, specializing in AI-driven financial advisory, blockchain-based payments, and RegTech solutions, presented their groundbreaking products.

                  A standout initiative was the Women in Finance Roundtable, which focused on fostering greater gender diversity in leadership roles within the financial industry. Featuring influential female leaders from Citi, JPMorgan, and Monzo, the discussion encouraged actionable steps towards inclusivity and representation. Publicis Sapient also hosted a networking session on Celebrating Women in Finance.

                  Exhibition & Innovation Showcase

                  The exhibition hall was bustling with activity, featuring booths from major players like IBM, Microsoft, Accenture, and Salesforce, as well as FinTech disruptors showcasing cutting-edge solutions. Attendees had the opportunity to experience hands-on product demos, including AI-powered chatbots, biometric authentication for secure banking, and blockchain-based smart contract platforms.

                  One of the most talked-about innovations was Quantum Computing in Financial Services, presented by IBM. Experts explored how quantum computing could enhance complex financial modelling, risk analysis, and fraud detection, potentially transforming the industry in the next decade.

                  Key Takeaways & Industry Impact

                  MoneyLIVE Summit reaffirmed its reputation as a forward-thinking, insightful event that brings together the brightest minds in finance and technology. Some of the key takeaways included:

                  • AI is mainstream – Banks and fintech firms must embrace AI-driven solutions to enhance customer experience and operational efficiency.
                  • Payments are evolving rapidly – With open banking, digital wallets, and real-time payments on the rise, banks need to innovate or risk being left behind.
                  • Cybersecurity remains a top priority – With increased digital transactions, fraud prevention and regulatory compliance are more critical than ever.
                  • Sustainability cannot be ignored – ESG-focused financial strategies are no longer optional but a necessity for long-term growth and investor confidence.
                  • Embedded Finance is the future – Traditional banks and fintechs must collaborate to integrate financial services seamlessly into everyday life.

                  MoneyLIVE: The Verdict

                  MoneyLIVE Summit 2025 lived up to expectations, delivering a stellar combination of thought leadership, cutting-edge technology showcases and unparalleled networking opportunities. For professionals in banking, payments, fintech, or regulatory compliance, this event provided invaluable insights into the industry’s trajectory.

                  The only potential downside? With so many high-quality sessions running simultaneously, attendees had to make tough choices about which discussions to prioritise. However, the availability of on-demand session recordings meant that all the key insights attendees need were available.

                  With an impressive lineup of speakers, a strong focus on industry trends, and excellent networking opportunities, MoneyLIVE Summit remains a must-attend event for financial professionals looking to stay ahead in an ever-evolving landscape.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Embedded Finance
                  • Host Perspectives

                  Author

                  Dan Brightmore

                  Published

                  14 March 2025

                  Estimated Read time

                  2Mins

                  Join the world’s largest InsurTech community hosting 13,000 Executives, Entrepreneurs and Investors each year…

                  Insurtech Insights is the world’s largest insurance technology community. It offers unprecedented connection to the most comprehensive and global gathering of InsurTech entrepreneurs, investors, and insurance industry incumbents.

                  Over the course of two days at its conferences, the industry gathers to showcase the forefront of innovations and form the partnerships of tomorrow. The unparalleled networking experience, with thousands of meetings, is a staple at any Insurtech Insights event.

                  “The biggest feat was the sell out crow of 4,000. Seeing so many from across Europe and the US was just brilliant!”

                  Nigel Walsh, Managing Director – Insurance, Google

                  Book your ticket for InsurTech Insights Europe at London’s O2 March 19th-20th.

                  Gain insights from over 400 expert speakers include representatives from Zurich, Allianz, Lemonade, Zego and many more…

                  “Such a great event with such a great level of attendance”

                  Steven Zuanella, Group Chief Digital & Innovation Officer, Generali

                  Insights

                  Improve your knowledge on challenging and strategic issues relevant to any organisation.
                  Stay on top of future trends and seize new opportunities.
                  Expand your toolset and effectively solve the challenges of today and tomorrow.

                  Inspiration

                  Challenge your way of thinking with new perspectives.
                  Expand your professional horizon by meeting with and listening to leading insurance experts.
                  Equip yourself with ideas and knowledge that adds value to you, your team, and your organisation.

                  InsurTech Networking

                  Expand your network by meeting with 6,000+ executives, entrepreneurs and investors from all over the world.
                  Create new opportunities leading to a stronger and more global network.
                  Meet with and attract the talent of tomorrow.

                  Register now!

                  • Event Newsroom
                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  13 March 2025

                  Estimated Read time

                  5Mins

                  Fouzi Husaini, Chief Technology & AI Officer at Marqeta, answers our questions about Agentic AI and its applications for businesses

                  Agentic AI is emerging as the leading AI trend of 2025. Industry figures are hailing Agentic AI as the broadly transformative next step in GenAI development. The year so far has seen multiple businesses release new tools for a wide array of applications. 

                  The technology combines the next generation of AI tech like large language models (LLMs) with more traditional capabilities like machine learning, automation, and enterprise orchestration. The end result could lead to a more autonomous version of AI: Agents. These agents can set their own goals, analyse data sets, and act with less human oversight than previous tools. 

                  We spoke to Fouzi Husaini, Chief Technology & AI Officer at Marqeta about what sets Agentic AI apart whether the technology really is a leap forward in terms of solving AI’s shortcomings, and how Agentic AI could solve business problems.

                  1. What makes AI “agentic”? How is the technology different from something like Chat-GPT? 

                  “Agentic refers to the type of Artificial Intelligence that can act as agents and on its own. Agentic AI leverages enhanced reasoning capabilities to solve problems without prompts or constant human supervision. It can carry out complex, multi-step tasks autonomously.

                  “GenAI and by extension Large Language Models, the most famous example being ChatGPT, require human input to solve tasks. For instance, ChatGPT needs user prompts before it can generate content. Then, sers need to input subsequent commands to edit and refine this. Agentic AI has the capability to react and learn without human intervention as it processes data and solves problems. This enables it to adapt and learn much faster than GenAI.”

                  2. Chat-GPT and other LLMs frequently produce results filled with factual errors, misrepresentations, and “hallucinations”, making them pretty unsuited to working without human supervision – let alone orchestrating important financial deals. What makes Agentic AI any better or more trustworthy? 

                  “All types of AI have the possibility to ‘hallucinate’ and produce factually incorrect information. That being said, Agentic AI is usually less likely to suffer from significant hallucinations in comparison to GenAI. 

                  “Agentic AI’s focus is specifically engineered to operate within clearly defined parameters and follow explicit workflows, making it particularly well-suited for having guardrails in place to keep it on task and from making errors. Its learning capabilities also allow it to recognise and adapt to its mistakes, ensuring it is unlikely to hallucinate multiple times.”

                  “On the other hand, GenAI occasionally generates factually incorrect content due to the quality of data provided, and sometimes because of mistakes in pattern recognition.”

                  “In fintech, Agentic AI technology can make it possible to analyse consumer spending data and learn from it, allowing for highly tailored financial offers and services that are more accurate and help to create a personalised finance experience for consumers.” 

                  3. How could agentic AI deployments affect the relationship between financial services companies and their customers? What about their employees? 

                  “The integration of Agentic AI into financial services benefits multiple parties. First, 

                  integrating Agentic AI into their offerings allows financial service companies to provide their customers with bespoke tools and features. For instance, AI can be used to develop ‘predictive cards’. These cards can anticipate a consumer’s spending requirements based on their past behaviour. This means AI can adjust credit limits and offer tailored rewards automatically, creating a personalised experience for each individual.

                  “The status quo’s days are numbered as consumers crave tailor-made financial experiences. Agentic AI can allow fintechs to provide personalised financial services that help consumers and businesses make their money work better for them. With Agentic AI technology, fintechs can analyse consumer spending data and learn from it. This allows for more tailored financial offers and services.   

                  “As for employees, Agentic AI gives them the ability to focus on more creative and interesting tasks. Agentic AI can handle more routine roles such as data entry and monitoring for fraud, automating repetitive tasks and autonomous decision making based on data. This helps to reduce human error and enables employees to focus more time and energy on the creative and strategic aspects of their roles while allowing AI to focus on more administrative tasks.”

                  4. How would agentic AI make financial services safer? 

                  “Agentic AI has the capability to make financial services more secure for financial institutions and consumers alike, by bringing consistency and tireless vigilance to critical financial processes. With its ability to analyse vast strings of information, it can rapidly identify anomalies in spending data that indicate potential instances of fraud and can use its enhanced reasoning and ability to act without human prompts to quickly react to suspicious activity. 

                  “While a human operator will be susceptible to decision fatigue, an AI agent could always be vigilant and maintain the same high level of precision and alertness 24/7. This is vital for fields like fraud detection, where a single missed signal could lead to significant consequences.

                  “Furthermore, its capability to learn without human interaction means that it can improve its ability to detect fraud over time. This gives it the ability to learn how to identify new types of fraud, helping it to adapt as schemes become more sophisticated over time.” 

                  5. What kind of trajectory do you see the technology having over the next year to eighteen months?

                  “In fintech, Agentic AI integration will likely begin in the operations space. These areas manage complex, but well-defined, processes and are perfect for intelligent automation. For instance, customer call centres where human agents usually follow set standard operating procedures (SOPs) that can be fed into an AI system, which makes automation easier and faster than before.

                  “In the more distant future, I believe we will see Agentic AI integrated into automated workflows that span entire value chains, including tasks such as risk assessment, customer onboarding and account management.” 

                  • Artificial Intelligence in FinTech

                  Author

                  Philipp Buschmann

                  Published

                  12 March 2025

                  Estimated Read time

                  6Mins

                  Philipp Buschmann, co-founder and CEO of AAZZUR, looks at the changing face of Embedded Finance and the rise of the API economy

                  The business world is changing. If you are paying attention, you will notice one of the most exciting transformations happening right now is Embedded Finance. We hear a lot about APIs (Application Programming Interfaces) and how they power our digital lives. However, what’s really grabbing attention is the rise of the API economy. Specifically, people are excited about how embedded finance is reshaping how businesses interact with their customers.

                  So, what’s all the fuss about, and why should you care? Let’s dive in.

                  What is Embedded Finance Anyway?

                  At its core, Embedded Finance means integrating financial services into non-financial platforms. It allows companies to offer banking-like services – think payments, lending, and insurance – directly within their apps or websites, without needing to be a bank themselves.

                  It’s like how Uber lets you pay for your ride without ever leaving the app. Uber isn’t a bank, but through embedded finance, it can offer seamless payment options, providing an effortless user experience. The user doesn’t need to think about the financial side of things; it just happens in the background. And that’s the magic of embedded finance – it’s smooth, simple, and frictionless.

                  APIs: The Backbone of Seamless Integration

                  APIs (Application Programming Interfaces) are the unsung heroes enabling the smooth interaction between different software systems. They allow platforms to communicate and share data effortlessly, acting as bridges between various services. For instance, when companies like Airbnb incorporate payment processing, they rely on APIs to connect with third-party providers like Stripe or PayPal. Without these connections, seamless financial interactions would not be impossible.

                  In the past, businesses that wanted to offer financial services had to build out much of the infrastructure themselves. However, with the rise of the API economy, this complexity has been drastically reduced. Companies can now integrate ready-made financial services quickly and focus on their core offerings. 

                  However, while APIs handle much of the heavy lifting, they aren’t the whole solution. They still need to be connected to the devices or systems using them. This involves stitching them together through a middle layer that coordinates the various API functions, along with coding a front-end interface that users interact with.

                  In essence, APIs provide the building blocks, but there’s still a need for a tailored architecture to ensure everything operates smoothly – from the back-end infrastructure to the user-friendly front end. This layered approach ensures businesses can offer a seamless experience without getting bogged down by technical complexities.

                  Why the API Economy is Booming

                  The API economy is booming because it allows businesses to be more agile, innovative, and customer-centric. APIs give companies the flexibility to offer services they wouldn’t have been able to in the past. A clothing retailer can offer point-of-sale (POS) financing without becoming a bank, or a fitness app can offer health insurance with the click of a button.

                  Think about Klarna, a company that’s become a household name by offering “buy now, pay later” services. Klarna partners with thousands of retailers, allowing them to provide flexible payment options directly within their checkout process. The retailer doesn’t have to worry about the complexities of lending—it’s all handled by Klarna’s Embedded Finance platform through APIs. 

                  This creates a win-win situation: customers get more flexible payment options, and retailers can drive conversions without any of the financial headaches.

                  How Embedded Finance is Connecting Customers to the World

                  Embedded Finance is all about breaking down barriers between industries and creating better, more holistic experiences for customers. And it’s not just about payments—it extends to lending, insurance, and even investments.

                  Take Revolut, the digital bank that started as a foreign exchange app but now offers everything from insurance to cryptocurrency trading. By using APIs to embed these financial services into their platform, Revolut has transformed into an all-in-one financial hub. Customers don’t need to visit different apps or websites for banking, insurance, or investments – they can do it all within Revolut.

                  The world of e-commerce has certainly embraced the world of embedded finance, Shopify, the e-commerce platform, has built it directly into its ecosystem. Through its Shopify Capital programme, the company offers its merchants quick access to business loans. This seamless integration is made possible by APIs, allowing Shopify to assess a merchant’s financial data and offer lending without the need for the merchant to seek out external financing. It’s fast, convenient, and keeps businesses within the Shopify ecosystem, further strengthening customer loyalty.

                  A New Level of Personalisation

                  This is more than just making payments easier – it’s about giving customers a more personalised, seamless experience. By tapping into financial data, businesses can offer products and services that really hit the mark for each individual.

                  Take travel apps like Skyscanner, for example. They’ve made things super convenient by embedding travel insurance right into the booking process, so, when you’re booking a flight, you can easily add travel insurance without even leaving the app. It’s all about creating a one-stop shop that gives you exactly what you need, right when you need it.

                  The Future 

                  The API economy, particularly in the realm of Embedded Finance, is just getting started. Over the next few years, we can expect to see more industries leveraging this technology to enhance their offerings and create richer customer experiences. Everything from health tech to real estate is ripe for disruption.

                  Businesses that adopt embedded finance solutions early will have a competitive edge. They’ll be able to offer seamless, integrated experiences that meet the modern consumer’s demand for convenience and personalisation.

                  However, it’s not just about jumping on the bandwagon. Companies need to be strategic about how they implement embedded finance. It’s not a one-size-fits-all solution, and it’s crucial to understand how these services align with your business goals and customer needs.

                  The rise of the API economy and embedded finance is opening up new doors for businesses and customers alike. By embedding financial services into non-financial platforms, companies are not only streamlining operations but also creating more value for their customers.

                  Embedded Finance is already making waves across industries, from retail to tech, and the businesses that are brave enough to embrace it are positioning themselves at the cutting edge of this transformation. For customers, it’s opening the door to a world that’s more connected, convenient, and tailored to their needs. It’s not about whether embedded finance will change the way we do business – it’s about how quickly it’s happening, and which companies are ready to step up and lead the charge. 

                  So, whether you’re running an e-commerce business, developing a tech platform, or simply thinking about how to better serve your customers, it’s time to consider how embedded finance can connect your customers to the world in ways you never thought possible. 

                  The future is embedded, and it’s here.

                  • Embedded Finance

                  Author

                  Dan Brightmore

                  Published

                  11 March 2025

                  Estimated Read time

                  2Mins

                  The UK-Australia Insurtech Pathway has been introduced as a joint effort to support insurance technology firms seeking expansion opportunities in…

                  The UK-Australia Insurtech Pathway has been introduced as a joint effort to support insurance technology firms seeking expansion opportunities in both markets.

                  The programme was launched in Australia on 18 February 2025, while a launch event is scheduled in the UK on 20 March 2025. 

                  It has been developed through a partnership between the UK’s Department for Business and Trade (DBT), Insurtech UK, and Insurtech Australia. The initiative is designed to help Insurtech companies navigate regulatory frameworks, establish business operations and connect with investors and industry stakeholders.

                  InsurTech Pathway

                  The pathway will offer structured support to selected firms looking to enter either market, addressing key challenges related to compliance, business development, and market integration.

                  The UK and Australia both have well-established insurance sectors that encourage innovation through regulatory structures and technology adoption.

                  The Insurtech Pathway aims to lower entry barriers for firms by providing targeted guidance and fostering industry collaboration.

                  The initiative builds on the UK-Australia Free Trade Agreement (FTA), which took effect on May 31, 2023. The agreement is intended to reduce trade restrictions and facilitate easier market entry for businesses, including through streamlined visa pathways, expanded access to government procurement, and lower investment barriers.

                  Facilitating cross-border market access

                  Louise Cantillon, Deputy Trade Commissioner for Australia and New Zealand, said the initiative reflects both regions’ commitment to strengthening trade ties in financial services and technology:

                  “By working together, we can unlock new opportunities for insurtech companies in both markets, driving innovation and supporting job creation.”

                  Insurtech UK CEO Melissa Collett said the initiative aligns with UK firms’ interest in the Australian market:

                  “Insurtechs consistently feedback to us on their appetite for the Australian market due to its strong insurance industry, wide-spread insurance uptake and anglophone ties.”

                  Simone Dossetor, CEO of Insurtech Australia, further highlighted the pathway’s benefits:

                  “The UK is the top-rated market for global expansion for our insurtech members and with Australia being the fourth largest market for Lloyd’s there are strong synergies between the two regions.”

                  The program will provide tailored support, including regulatory and compliance guidance, networking with insurers and investors, trade delegations, and engagement with key regulatory authorities to streamline market entry.

                  • InsurTech

                  Author

                  EY Insurance Leaders: Isabelle Santenac (Global), Jeff Gill (Americas), Anita Sun-Young Bong (Asia-Pacific) & Philip Vermeulen (EMEIA)

                  Published

                  7 March 2025

                  Estimated Read time

                  6Mins

                  EY Insurance Leaders Isabelle Santenac (Global), Jeff Gill (Americas), Anita Sun-Young Bong (Asia-Pacific) & Philip Vermeulen (EMEIA) present EY’s Global Insurance Outlook 2025 report. Learn how insurers can embrace InsurTech to accelerate value creation from gaps to gains

                  Even as shifting global dynamics challenge insurers, EY’s 2025 Global Insurance Outlook Report shows there have never been more viable paths to innovation-led growth across the industry. Indeed, the huge gaps in protections against cyber and climate threats – with 99% of losses from cyberattacks and 60% from natural disasters uninsured – plus the massive shortfall in retirement savings present compelling value creation opportunities. Strategically orienting the enterprise around richer data and fully modernised technology is one critical step.

                  Uninsured Losses

                  99% of losses from cyber-attacks are uninsured

                  60% of losses from natural catastrophes are uninsured

                  But whether insurers prioritise new product development, M&A or geographic expansion in their growth strategies, a few key actions can unlock growth through innovation.

                  1. Design purposeful products

                  The biggest protection gaps – retirement savings and climate- are poised to get even bigger. The global retirement savings gap is set to grow from US$106 trillion in 2022 to US$483 trillion in 2025. Thanks to longer lifespans and aging populations worldwide, there is greater need for products that deliver income for older citizens. That’s how insurers can promote financial security across society.

                  The “silver tsunami” – the huge demographic wave of Baby Boomers reaching retirement age – will cause a spike in demand for financial estate planning services as well as life and health insurance augmented with wellness programs. In the US alone, those aged 65 and over will grow from 58 million in 2023 to 82 million in 2050. Leading insurers will need to position themselves for the coming transfer of assets by demonstrating clear value propositions.

                  Global Retirement Savings Gaps

                  $106t in 2022

                  $403t projected gap in 2050

                  Purpose can also provide the motivation to deliver climate solutions with more robust coverages and tailored prevention services for the huge populations – over 40% worldwide, according to Geneva Association – that live in high-risk areas. Strengthening climate protections necessitates rethinking traditional approaches to risk management, pricing and claims modelling. Purpose can also fuel positive collaborations and partnerships with governments and other stakeholders, an important step given the increasing likelihood of new government mandates.

                  US Citizens Aged 65+

                  58m in 2023

                  82m in 2025 (projected)

                  2. Personalise offerings to expand share of wallet

                  Usage-based products, modular add-on features and tailored pricing demonstrate to consumers that you are committed to serving their unique needs – a proven way to promote loyalty and engagement. Artificial intelligence (AI) tools can help in this area with tailored messaging, more accurate pricing and faster underwriting and binding processes.

                  On-demand coverage and real-time risk prevention are other ways that personalisation strategies can add value. AI and advanced analytics can also target the highest-potential customers for product bundles and other offerings that maximise customer value.

                  Technology Boost

                  10-25% increase in operating profits for insurers with successful data and analytics strategies

                  35% increase in employees’ underwriting capacity from generative AI (GenAI)-enabled automation

                  3. Seek innovation at scale

                  With a lean and highly automated operating environment, insurers can look to scale low-margin products to new segments via partners and ecosystems and other channels. The rapid expansion of embedded offerings demonstrates what’s possible.

                  Parametric insurance – policies that pay out when specific events occur – expands the type of attractive products insurers can deliver to new customers and is expected to grow to US$29.3 billion by 2031. Parametric solutions have gained traction in the agricultural industry and as protection against natural disasters, but can also be applied to business interruptions, supply chain disruptions and cyber-attacks.

                  Parametric Insurance Market Size

                  $11.7b in 2021

                  $29.3b in 2023

                  4. Use regulation as a prompt to innovate

                  The combination of more and more stringent rules in Europe and softening oversight in the US may create an unbalanced competitive playing field, with 61% of insurers cite evolving regulatory requirements as the top operational challenge for the year ahead. But firms that go beyond a minimalist, check-the-box approach may generate business value from their compliance programs.


                  Consider how the EU Financial Data Access (FiDA) legislation, slated to be enacted in 2025, paves the way for consent-based data sharing across pension, savings and nonlife insurance companies and products. That’s an invitation for firms seeking to expand their offerings. Similarly, the opportunity to participate in government pension schemes requires insurers to enhance their ability to share data securely and seamlessly. The Danish Compromise is reshaping the competitive landscape by creating new opportunities in bancassurance channels in Europe. Lastly, more detailed disclosure and reporting standards should prompt more automation and integration of data flows.

                  Regulation Prep

                  61% of insurers cite evolving regulatory requirements as the top operational challenge for the year ahead

                  5. Embrace a unified data strategy for the entire enterprise

                  Success in the digital age demands that every business have a unified data strategy – one that is comprehensive and led by the C-suite. Because better data underpins every aspect of the business and is crucial to innovation, the data and technology agenda must be driven by the CEO, rather than the IT team. Further, strategic planning and resource allocations – basically any and all senior management decisions – should be redesigned to reflect the richer data sets executives now have at their disposal.


                  A data strategy must reflect the need to harness the power of AI and other advanced technologies and define the necessary components of a flexible, future-ready data infrastructure. It will also need to establish appropriately robust governance models and controls environments for fully automated processes to ensure quality and build trust.

                  6. Commit to serving the underserved

                  What industry wouldn’t like to find tens of millions of new customers? For insurers, devising new solutions (e.g., micro coverages, starter policies) for just 1% of the estimated 4 billion underserved people worldwide could result in 40 million new customers, according to research from Forrester. Here again, it’s all about purpose – delivering protections to the people who need them most.

                  New products – more affordable, easier to buy and modify – hold the key. Parametric policies, microinsurance for smaller farmers and precise coverages for small businesses and gig workers are just a few of the ways to create value for underserved segments. Carriers in some emerging markets offer health and life insurance for as little as $0.20 per month. It will take bold strategic thinking and creative action to deliver what these customers want (and can afford), but the underserved (who contribute to the lion’s share of the worldwide protection gap) offer the biggest potential for insurers to sustain their solid bottom-line performance.

                  Serving the Underserved

                  40m projected new customers from engaging just 1% of the 4 billion uninsured, low-income people worldwide

                  Summary 

                  Volatility and uncertainty – both within individual markets and across regions – define the global insurance industry to an extent not seen in decades. The run of economic prosperity and integration that benefitted the financial services sector for several decades seems gone forever. But insurers are uniquely qualified to create value during periods of instability. Those that target investments in AI-enabled tech and stronger data management capabilities to personalise communications and products will be able to create more value, create it faster and deliver it to more customers and communities than ever before.

                  Read the full Global Outlook Insurance Report here

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  6 March 2025

                  Estimated Read time

                  5Mins

                  Read in brochure format

                  Our maiden cover story follows the irresistible global rise of Revolut and the customer-focused growth agenda for the leading global…

                  Our maiden cover story follows the irresistible global rise of Revolut and the customer-focused growth agenda for the leading global financial technology company.

                  Read the launch issue of FinTech Strategy here

                  Revolut: All-in-one digital money management

                  Our cover story follows the irresistible global rise of Revolut. We hear from its Australia & NZ CEO Matt Baxby about the customer-focused growth agenda for the leading global financial technology company. “Traditional banks are great at putting their head in the clouds around strategy and what the vision for the future looks like. Where they really fail is translating that to what needs to happen in the next quarter to begin to realise that vision. And that’s where Revolut’s strengths lie, with a real orientation to action.” 

                  ClearBank: A new era in Financial Services

                  We speak with ClearBank’s UK CEO, Emma Hagan, about how the digital bank is disrupting the market to deliver regulated banking infrastructure – at speed. “We are not encumbered by legacy platforms, systems or technology and don’t have to battle outdated processes. Everything was built new based on what our clients need from an infrastructure-type bank in the market.”

                  NatWest: Banking open for all

                  Head of Group Payment Strategy, Lee McNabb, explains how a customer-centric vision, allied with a culture of innovation, is positioning NatWest at the heart of UK plc’s Open Banking revolution: “The market we live in is largely digital, but we have to be where customers are and meet their needs where they want them to be met. That could be in physical locations, through our app, or that could be leveraging the data we have to give them better bespoke insights. The important thing is balance… At NatWest, we’ll keep pushing the envelope on payments for a clear view of the bigger picture with banking that’s open for everyone.”

                  EBRD: People, Purpose & Technology

                  We speak with the European Bank for Reconstruction & Development’s Managing Director for Information Technology, Subhash Chandra Jose. With the help of Hexaware’s innovation, his team are delivering a transformation programme to support the bank’s global investment efforts: “The sweet spot for EBRD is a triangular union of purpose, people, and technology all coming together. This gives me energy to do something innovative every day to positively impact my team and our work for the organisation across our countries of operation. Ultimately, if we don’t get the technology basics right, we can’t best utilise the funds we have to make a real difference across the bank’s global efforts.”

                  Innovation Group: Enabling the future of Insurance

                  “What we’ve achieved at Innovation Group is truly disruptive,” reflects Group Chief Technology Officer James Coggin. “Our acquisition by one of the world’s largest insurance companies validated the strategy we pursued with our Gateway platform. We put the platform at the heart of an ecosystem of insurers, service providers and their customers. It has proved to be a powerful approach.”

                  OSB Group: Building the bank of the future

                  Group Chief Transformation Officer Matt Baillie talks to Interface about maintaining the soul of a FinTech with the gravitas of a FTSE business during a full stack tech transformation at OSB Group. “We’ve found the balance between making sure we maintain regulatory compliance and keeping up with customer expectations while making the required propositional changes to keep pace with markets on our existing savings and lending platforms.”

                  Begbies Traynor Group: A strategic approach to digital transformation

                  We learn how Begbies Traynor Group is taking a strategic approach to digital transformation… Group CIO Andy Harper talks to Interface about building cultural consensus, innovation, addressing tech debt and scaling with AI: “My approach to IT leadership involves creating enough headroom to handle transformation while keeping the lights on.”

                  Read the launch issue of FinTech Strategy here

                  Author

                  Dan Brightmore

                  Published

                  3 March 2025

                  Estimated Read time

                  2Mins

                  MoneyLIVE Summit is coming to London’s Business Design Centre March 10-11. Book your tickets now!

                  Hosted in the FinTech capital of the world, MoneyLIVE Summit is the global payments and banking event bringing together industry leaders at the top of their game. This is where ground-breaking partnerships are forged, where innovation is accelerated and where the brightest ideas are born.

                  MoneyLIVE Summit sets the agenda for the future of banking and payments

                  For over 30 years, MoneyLIVE has brought together the movers and shakers of the banking and payments industry. Through impactful conferences, webinars, reports, roundtables and digital content.

                  Join 1500+ attendees and hear from 200 expert speakers across five stages. Revolut’s UK CEO Dr Francesca Carlesi, Lloyds Banking Group COO Ron van Kemenade, Standard Chartered UK CEO Saif Malik, ABN-AMRO’s CDO Jorissa Neutelings and Groupe Crédit Agricole Group COO Philippe Coue are among the baking leaders sharing insights across Payments Infrastructure, Digital ID, AI & Operations, CX, Digital currencies and Blockchain, Open Banking and much more.

                  “An unmissable event for those serious about banking and payments transformation.”
                  Global Head of Strategy & Innovation, ING

                  Startup City

                  Welcome to Startup City, the innovation epicentre of MoneyLIVE Summit 2025. This designated hub is designed to accelerate start-up and scale-up growth, featuring a dynamic stage, exclusive networking zone, and high-impact deal booths.

                  If you’re on the hunt for funding, seeking scaleup opportunities, or looking to forge distribution partnerships, you’ve found your ultimate arena.

                  AI-powered Networking at MoneyLIVE Summit

                  4000+ QUALIFIED MEETINGS & CONNECTIONS

                  Benefit from:

                  The AI matchmaking tool

                  Search, sort and filter the full attendee list

                  Instant messaging

                  Book and accept meetings

                  Build your own personal agenda

                  Book your ticket now!

                  • Digital Payments
                  • Event Newsroom
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  25 February 2025

                  Estimated Read time

                  5Mins

                  Brendan Thorpe, Customer Success Manager at Auriga, on how banks can gain valuable insights from ATM data

                  Everyday customer interactions with ATMs or ASSTs to withdraw cash or check their account means these touchpoints emit hundreds of thousands of data points per day. This data holds the answers to how customers interact with those end points and how they are performing. However, currently this data is not being fully analysed or harnessed at all.

                  Data Analytics

                  This is surprising when you consider how better data analytics is widely understood to be crucial to enable banks to stay ahead of the competition. Indeed, one major study found that nearly half (48 percent) of banking executives globally agreed on this. However, many do little with it. The data which is harvested from the self-service banking network, including ATMs and ASSTs, is a critical way for banks to lower their operational costs. At the same time it can improve their offerings and increase their bottom line.

                  Real-time data collection and analysis is more than just critical for managing operational costs. It also plays a significant role in how banks realise their omnichannel ambitions to improve customer engagement and experience. For this to be successful, banks must leverage tools which provide actionable insights into performance across a number of channels including in-person services, ATMs, online and apps. The insights which are collected on these channels provide a complete and integrated picture of banking performance across all touchpoints.

                  Actionable Insights from Data

                  No matter how a customer interacts with the bank, every touchpoint provides large amounts of data which can be collected, sorted, and analysed for actionable insights. However, taking this information from raw data and transforming it into valuable insights is a challenge for many financial services organisations.

                  To do this, it involves strong data management and analytics processes and end-to-end mapping of all self-service banking channels, in-person and online. Real-time insights are also key to understanding how the network is performing and how customers are interacting with the endpoints. Importantly, this information must be easily accessed throughout the organisation. Doing this will enable the bank to identify if there are any inefficiencies or issues throughout the network which can be fixed swiftly, with minimal disruption to services.

                  Significantly, with real-time monitoring, banks can see any attacks on their services or endpoints from threat actors. The sensors are not only on the ATM. Those around the machines will be able to collect any interactions with the endpoints and in the surrounding area. For the most part, the sensors will pick up harmless interactions, but other times this may be an indicator that a threat actor was trying to take money out of the machine. As such, collecting, sorting, and analysing real-time data from the sensors can protect the bank and their customers and mitigate any harmful threats.

                  Furthermore, predictive analytics and continuous monitoring will enable banks to forecast the future performance of each touchpoint. Banks are able to apply specific parameters. Depending on their current business objectives they can better understand how each service channel is forecasted to perform in a specific situation.

                  How advanced analytics is transforming banking

                  As budgets tighten with rising costs, banks need to approach their ATM networks in a smarter way to optimise cash management and data forecasting. Real-time data tracking gives banks a greater understanding into customer behaviour. This is key to service performance improvements, including knowing in real time whether the ATM self-service interface is working or not. However, banks must get their data right, before they lean on the insights.

                  From real-time monitoring of customer interactions, financial services institutions can collect data based on the transaction flow, which can indicate if there is a better way for customers to complete their transaction. This will allow banks to see where network inefficiencies lie and then drive a culture of continuous improvement. The ATM is a vital touchpoint for a full omnichannel service, so banks leveraging data in the right way will ensure that the endpoint and the network are more user friendly.

                  Moreover, real-time tracking will also enable banks to predict when cash cartridges need to be replenished. As such, this will ensure there is enough cash in the machines for customers, and be able to better forecast how much cash the endpoint will need. This creates efficiencies around how banks deliver cash to the machines that need it. It reduces their Cash-In-Transit (CIT), security, interest and insurance costs.

                  Digital Transformation

                  To make sure that banks are making the most out of the data, they should leverage a dynamic, industry-specific banking business analytics platform. This should be available to all in the business and be able to seamlessly integrate into their current systems. The platform must collect and analyse the data in real-time from all key touchpoints in a bank’s network. Importantly, this data should be converted into usable insights for customer behaviour and performance metrics for the ATM. This will enable banks to adapt their offerings to changes in customer needs and market conditions. This will place banks on the front foot so they can focus investment in the up-and-coming areas.

                  The banking industry shows no signs of slowing down when it comes to digital transformation and development. The key here is to understand how all service channels, in-person and online, are performing to ensure customer demands are met. The way to do this is through leveraging real-time insights and data analytics. Financial services organisations must transform their approach to self-service banking strategies as data analytics is not only a driver of competitiveness, but also of long-term success.

                  Learn more at https://www.aurigaspa.com/en/

                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  20 February 2025

                  Estimated Read time

                  4Mins

                  Akbar Hussain, Co-founder and Chief Legal & Compliance Officer at TerraPay. on how money is travelling faster and further than ever

                  In the last few years, we’ve seen capital become increasingly mobile, with ever greater sums of money travelling across national borders. This trend in international payments has largely been shaped by shifting consumer behaviours and needs, an unprecedented global health crisis, technological advancements and the rapid rise of eCommerce. However, just because more of us are doing it, that doesn’t mean international money transfers have become all that much easier or quicker.

                  International Payments

                  Sending a digital bank transfer from A to B is one thing. But when you’re sending cash across national borders the complexities are compounded. However, while cross-border money movement can be a challenge, there are opportunities on the other side of the coin. The big prize? A chance to reimagine how money flows. 

                  In a frictionless world, international payments could, and should, be effortless. But cross-border payments are still bogged down by regulatory demands, technological gaps and transparency issues. Until fairly recently, the word ‘instant’ was not associated with cross-border money transfers.

                  If we get it right, and substantially ease the difficulties of sending money abroad, we can empower individuals and open up the global economy. Smoother cash flows mean markets can function more effectively, and geographic barriers to wealth and attainment can be broken down. First, it’s incumbent on us to dismantle the following barriers:

                  Financial Illiteracy

                  Traditionally, navigating international payments has felt like an exclusive club, accessible only to those fluent in its jargon. From formatting payments correctly to ensuring BIC and IBAN numbers are accurate, it’s easy to see why so many feel excluded.

                  But it doesn’t have to be that way. Streamlined systems can make it easier for people to send their money wherever they want. Moreover, you don’t need to be wealthy or well-heeled for your cash to be a frequent flier.

                  High Costs

                  Hitting “pay” on an international transfer can often feel like throwing it into a black hole and hoping for the best. With no tracking or transparency, the money disappears until it finally surfaces in the recipient’s account days later. Transaction fees are high, which can really add up if you’re transferring small payments at a time.

                  Compliance

                  As financial regulations tighten to combat fraud and crime, cross-border payments face more scrutiny than ever. Large transfers, in particular, often encounter unexplained delays as banks – yours, intermediary banks, or even the recipient’s – verify the legitimacy of the funds. Customers are rarely kept in the loop. Instead, they’re left waiting, powerless, for their money to clear. It’s an opaque, frustrating experience that feels anything but consumer friendly.

                  These challenges all pertain to traditional cross-border payments. But what if we thought about these transactions differently? Let’s reimagine cross-border payments in the same way we’ve revolutionised communication. If an SMS can reach anyone, anywhere in the world, instantly, affordably, and without interruptions, why can’t money work the same way?

                  Digital Wallets

                  In just over a decade, digital wallets have transformed the financial landscape, connecting millions of unbanked and underbanked individuals to the formal financial system. These tools have proven especially vital for small-value cross-border transfers, which are often critical for families, businesses, and communities. By 2026, global wallet users are projected to exceed 5.2 billion, driving transaction volumes past $12 trillion. These numbers highlight not only the scale of their impact but also the untapped potential for advancing cross-border payments.

                  The question isn’t whether digital wallets can play a role in cross-border transactions, because we know that they do. The question is how we can maximise their potential across geographies. What does a payment ecosystem look like when wallets are at the heart of it?

                  Two key factors are essential: building a more comprehensive ecosystem for digital wallets and ensuring greater interoperability between systems. These changes would simplify cross-border transactions for individuals and businesses alike. Creating a global financial environment where sending money is as intuitive as sending a text message.

                  A thriving digital wallet ecosystem – characterised by low fees, simple interfaces, transparency, and robust security – could redefine how people connect, collaborate, and seize opportunities across borders.

                  The Future for Payments

                  To achieve this, the financial industry must come together to dismantle systemic barriers. Interoperability, regulatory alignment, and infrastructure upgrades are essential to creating a unified global payment framework. Advocating for cross-border interoperability at the domestic level, for example, would pave the way for transactions that transcend silos and fit within a globally recognised standard. This would lower costs, reduce risks, and boost the efficiency of cross-border payments.

                  Digital wallet innovators have an opportunity to bridge the gap left by traditional banks. While established financial institutions bring legacy and scale, they’ve often been slow to innovate in ways that meet the needs of a fast-moving, increasingly interconnected world. For billions of people, the future of finance is already in the palm of their hand. 

                  • Digital Payments
                  • Neobanking

                  Author

                  Luke Kyohere

                  Published

                  14 February 2025

                  Estimated Read time

                  3Mins

                  Luke Kyohere, Group Chief Product and Innovation Officer at Onafriq, on payments innovations to look out for this year

                  The global payments landscape is undergoing a rapid transformation. New technologies coupled with the rising demand for seamless, secure, and efficient transactions has spurred on an exciting new era of innovation and growth. With 2025 fast approaching, here are important trends that will shape the future of payments:

                  1.The rise of real-time payments

                  Until recently, real-time payments have been used in Africa for cross-border mobile money payments, but less so for traditional payments. At OnAfriq, we are seeing companies like Mastercard investing in this area, as well as central banks in Africa putting focus on this.

                  2. Cashless payments will increase

                  In 2025, we will see the continued acceleration of cashless payments across Africa. B2B payments in particular will also increase. Digital payments began between individuals but are now becoming commonplace for larger corporate transactions.

                  3. Digital currency will hit mainstream

                  In the cryptocurrency space, we will see an increase in the use of stablecoins like United States Digital Currency (USDC) and Tether (USDT) which are linked to US dollars. These will come to replace traditional cryptocurrencies as their price point is more stable. This year, many countries will begin preparing for Central Bank Digital Currencies (CBDCs), government-backed digital currencies which use Blockchain. The increased uptake of digital currencies reflects the maturity of distributed ledger technology and improved API availability.

                  4. Increased government oversight

                  As adoption of digital currencies will increase, governments will also put more focus into monitoring these flows. In particular, this will centre on companies and banks rather than individuals. The goal of this will be to control and occasionally curb runaway foreign exchange (FX) rates.

                  5. Business leaders buy into AI technology

                  In 2025, we will see many business leaders buying into AI through respected providers relying on well-researched platforms and huge data sets. Most companies don’t have the budget to invest in their own research and development in AI. Therefore, many are now opting to ‘buy’ into the technology rather than ‘build’ it themselves. Moreover, many businesses are concerned about the risks associated with data ownership and accuracy so buying software is another way to avoid this risk.

                  6. Continued AI Adoption in Payments

                  In payments, the proliferation of AI will continue to improve user experience and increase security. To detect fraud, AI is used to track patterns and payment flows in real time. If unusual activity is detected, the technology can be used to flag or even block payments which may be fraudulent. When it comes to user experience, we will also see AI being used to improve the interface design of payment platforms. The technology will also increasingly be used for translation for international payments platforms.

                  7. Rise of Super Apps

                  To get more from their platforms, mobile network operators are building comprehensive service platforms. These integrate multiple payment experiences into a single app. This reflects the shift of many users moving from text-based services to mobile apps. Rather than offering a single service, super apps are packing many other services into a single app. For example, apps which may have previously been used primarily for lending, now have options for saving and paying bills.

                  8. Business strategy shift

                  Recent major technological changes will force business leaders to focus on much shorter prediction and reaction cycles. Because the rate of change has been unprecedented in the past year, this will force decision-makers to adapt quickly, be decisive and nimble. As the payments space evolves, businesses, banks, and governments must continually embrace innovation, collaboration, and prioritise customer needs. These efforts build a more inclusive, secure, and efficient payment system that supports local to global economic growth – enabling true financial inclusion across borders.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  12 February 2025

                  Estimated Read time

                  1Min

                  Aviva, one of the UK’s leading insurance, wealth and retirement businesses, has chosen AutoRek, a leader in automated reconciliations, as its…

                  Aviva, one of the UK’s leading insurance, wealth and retirement businesses, has chosen AutoRek, a leader in automated reconciliations, as its reconciliation and CASS tool.

                  The collaboration will ensure greater efficiency and compliance through automation. Aviva will leverage AutoRek’s end-to-end platform to implement a fully audited, rules-driven reconciliation process, ensuring complete transparency for CASS auditors and internal stakeholders.

                  With AutoRek, Aviva will gain an improved automated solution for client money and regulatory reporting, reducing the manual effort and inherent risk associated with manual processing.

                  This new capability will enable Aviva to reduce operational inefficiencies, streamline compliance, and enhance overall financial control.

                  “Aviva is dedicated to investing in technology to further our growth strategy. Following an extensive tender process, we were highly impressed with the quality of the AutoRek tool. The implementation of the AutoRek solution will streamline our processes and allows us to confidently address future scalability and volume requirements.”

                  Chris Golland, Head of CASS & Middle Office, Aviva

                  “We’re thrilled to onboard Aviva as a client to the AutoRek platform, empowering them to achieve greater efficiency and accuracy in their operations. Together, we’re driving innovation and setting new benchmarks for financial excellence.”

                  Jack Niven, VP Sales, AutoRek

                  • InsurTech

                  Author

                  Nick Botha

                  Published

                  Estimated Read time

                  4Mins

                  Nick Botha, Payments Lead at AutoRek, on meeting customer expectations for faster, cheaper and more transparent cross-border payments

                  As international trade and e-commerce continues to expand, cross-border payments have grown substantially. According to the latest report from EY, global cross-border payments are growing at around 9% annually. And they are expected to reach $290tn by 2030. As the digital economy continues to expand, the demand for more efficient, secure, and inclusive payment systems becomes crucial. The shift from traditional T+2 and T+1 settlement periods to real-time payments has already reshaped domestic transactions. Setting the stage for a similar revolution in cross-border payments.

                  Whilst there is plenty of opportunity for cross-border payments, sending and receiving payments can be a complex and challenging process. This is due to rising data volumes, fragmented systems, and different regulations across multiple territories. So, how can businesses best prepare for the evolving cross-border payments environment?

                  Breaking down the barriers for cross-border payments

                  It’s no secret that achieving real-time cross-border payments involves complexities beyond technology alone. Regulatory challenges are a significant hurdle. Multiple financial institutions across different countries have distinct rules around payments, fraud detection, and compliance. For example, the stringent regulations of the UK’s Financial Conduct Authority (FCA) contrasts with the relatively flexible approach of the US Federal Reserve. This diversity in regulations can lead to inefficiencies, increased costs, and compliance burdens. Harmonising these regulations will be crucial for creating a seamless global payment network.

                  In addition, cross-border payments often take several days to process through traditional banking systems. This can be due to time zones, inefficient processes and the involvement of multiple intermediaries, including correspondent banks, and local financial institutions. Each intermediary adds time and cost to the transaction, and the entire process can take between two to five days. For businesses, these delays can disrupt cash flow, complicate supply chain management, and create issues with paying vendors and employees promptly. Worryingly, the delay can prove hugely problematic for SME’s who often operate with tighter cash reserves and need more immediate access to funds.

                  Furthermore, businesses engaged in cross-border transactions must also navigate the complexities of fluctuating exchange rates. Currency exchange rates can change dramatically, influencing the cost and value of transactions. This could lead to financial losses if a payment is delayed or if a favourable exchange rate changes before the transaction is processed.

                  Unlocking potential by reducing complexity

                  To overcome cross-border challenges, G20 leaders endorsed a roadmap for enhancing payments globally in 2020. This initiative set out to address the four key challenges related to cost, speed, access, and transparency. Therefore, paving the way for a more efficient and inclusive financial ecosystem. For example, the G20 aims for 75% of cross-border payments to be credited with the beneficiary within an hour by 2027. The past couple of years have undoubtedly brought major milestones with respect to this roadmap. Most notably, SWIFT has been a central figure in traditional cross-border payments. It provides a standardised network for financial institutions to send and receive information about transactions.

                  The challenges faced by businesses with cross-border payments has unlocked new opportunities for financial institutions to develop innovative solutions. FinTechs are leveraging advanced technology, including blockchain, artificial intelligence (AI), and digital currencies, to make cross-border payments faster, cheaper, and more transparent. Blockchain and cryptocurrencies are often cited as potential game changers in cross-border payments due to their ability to eliminate the need for intermediaries, whilst enabling instant and transparent transactions. For example, Ripple, one of the leading blockchain-based payment networks, uses its RippleNet platform to facilitate payments between countries. This provides faster and more cost-effective payments.

                  Cross-border payments traditionally have been more complex than domestic transactions due to multiple intermediaries. Furthermore, it’s important to note ongoing international collaboration will be crucial to ensuring cross-border payments remain seamless, secure, and inclusive. This opportunity can be maximised through automatic reconciliation. By automating the processing of high volumes of date from cross-border payments, businesses can remove the distractions of mismatched information, fraud concerns and accounting hold-ups. It also manages inbound payments, outbound payments, and inter-currency transfers through a centralised framework. This enables businesses to gain complete visibility of the data.

                  Opportunities on the horizon for cross-border payments

                  The pace of change within the payments and wider fintech industry is showing no signs of slowing down. Customer expectations for faster, cheaper and more transparent payments are driving change across the sector. It’s certainly an exciting time for the industry, but financial institutions cannot afford to rest on their laurels. Further growth can be found on the horizon for those who are equipped with the right knowledge to be able to pursue cross-border payments effectively.

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Ben Parker

                  Published

                  11 February 2025

                  Estimated Read time

                  5Mins

                  Ben Parker, CEO at eflow Global, on how consolidating information can help organisations achieve a comprehensive view of their regulatory compliance

                  When it comes to compliance, financial institutions are constantly navigating a landscape that is not only highly complex, but also in a state of perpetual flux. Firms must ensure that they are meeting the current standards set by regulators. Furthermore, they must also stay ahead of the curve in a world where regulations are continuously evolving. It’s about keeping up with the rapid advancement of technology, particularly in areas like artificial intelligence. It reshapes both the methods of regulatory enforcement and the strategies employed by those who seek to circumvent the rules.

                  Accordingly, the importance of technology and data in compliance strategies is ever increasing. Traditional approaches, such as manual data entry and analysis, are increasingly inadequate in meeting the demands of modern regulations. Just look at the frequency and granularity of data reporting that is needed for the EMIR Refit regulations as a practical example.

                  However, as financial firms have recognised this shift and turned to technology as the solution, the transition has brought new problems of its own. Namely, the fragmentation of data across disparate, siloed systems. So, how do firms solve this issue?

                  The data fragmentation problem in compliance

                  The issue of data fragmentation has become a common occurrence in compliance. Firms are often deploying multiple technology solutions to manage their regulatory obligations. Across areas such as trade surveillance, eComms surveillance, best execution and transaction reporting. As a result, they often find themselves grappling with data silos caused by using multiple, disconnected systems.

                  While these tools are often very good at specific tasks, a lack of data integration between systems will harm a firm’s overarching compliance efforts. These platforms, if sourced from different vendors, may not be able to share data between one another. This ultimately undermines their effectiveness, negating the operational efficiency technology is supposed to add.

                  The use of multiple systems by firms can happen for a variety of reasons. For example, legacy technology that has been in place for a number of years, the need to comply with different regulations as the business has scaled and changes in regulatory strategy. Moreover, you also need to consider that reporting formats can differ between regions, as can protocols for monitoring market abuse. When you combine all of these variables, it means only one thing – identifying non-compliant activity is trickier for firms to achieve, as is demonstrating compliance to regulators.

                  This is a major problem as, perhaps more than ever before, different areas of compliance overlap. For example, being able to monitor suspicious messages shared through digital communications channels could help identify instances of market abuse. Or predict when it might take place. This relies on a firm being able to map its trade data over eComms surveillance data to create a complete picture of the activity. Without being able to do this, firms would have to spend huge amounts of time and resources manually cross-referencing data from separate systems. In turn this increases the risk of human error and the danger of breaching regulations.

                  Why a holistic system supports compliance

                  Rather than having to implement complex and costly integrations between in-house and third party apps, a holistic compliance platform can provide the seamless flow of data between various sources via straight-through processing. This creates a real-time overview of compliance processes and streamlines workflows, reducing human errors and enhancing efficiency.

                  With such technology in place, firms have a central digital hub from which to manage their holistic regulatory strategy. If chosen wisely, additional modules can be easily added and integrated to meet new regulatory requirements as they emerge. This allows firms to scale more effectively.

                  This ‘single source of truth’ also enables compliance professionals to have a broader understanding of trading activity taking place across their organisation. It also facilitates improved sharing of information between different departments, trading desks and regional offices. This ‘joined up’ approach is likely to become even more important. As the financial landscape becomes increasingly interconnected this will be incredibly challenging to achieve without a centralised digital platform.

                  New regulations such as EMIR Refit require significant extra reporting requirements. The sheer amount of data and the speed with which it needs to be processed means such automation and integration tools are crucial. Moreover, in such a digitally diverse landscape, a holistic system allows companies to assess the numerous data points needed to be compliant without any regulatory gaps. 

                  A future non-negotiable

                  While many firms are currently grappling with multiple compliance systems and data silos, employing a centralised system will become a non-negotiable in the future of compliance. Not only are regulations constantly changing, but trading strategies are evolving even quicker. This means that instances of market abuse, driven by trends like growing interest in digital assets and AI-powered trading, are only likely to increase. If firms are hindered by disparate compliance systems, they leave themselves open to significant regulatory risk.

                  The underlying challenge for companies is to find ways to maintain compliance and keep on top of changing regulations while also ensuring these efforts do not place an unnecessary strain on resources. In the face of these challenges, a holistic compliance system offers the simple solution to striking this balance – it enhances the efficiency, accuracy, adaptability and overall effectiveness of regulatory processes. Crucially, it is clear that regulators have growing expectations of firms to take a proactive approach to this challenge.

                  A centralised regulatory system also sets firms up to integrate more advanced tools like AI. There are already highly sophisticated compliance tools that have integrated features like natural language processing to ‘translate’ messages and link suspicious communication to abusive trading. The more comprehensive and diverse the data, the better these models work at analysing trends and spotting abuse.

                  A holistic solution to a complex compliance challenge

                  While a firm’s intention may be to drive efficiency, the adoption of compliance technology without a coherent strategy can in fact create more issues. If compliance systems can’t communicate effectively with each other, errors creep into datasets and gaps in regulatory processes appear. This means firms risk breaching regulations and suffering greater market abuse, with both outcomes bringing financial and reputational damage. 

                  The key lies in integrating these disparate data sources into a single, cohesive, holistic system. By consolidating information, businesses can achieve a comprehensive view of their regulatory compliance. Therefore, reducing the need for cumbersome IT infrastructure and ensuring they remain agile in the face of ongoing regulatory changes. Ultimately, a holistic system simplifies a regulatory and trading landscape that is increasingly varied and complex.

                  Author

                  James Butland

                  Published

                  10 February 2025

                  Estimated Read time

                  4Mins

                  James Butland, VP – Payment Network at Mangopay, on meeting the needs of the gig economy with Embedded Finance payment solutions

                  Specialised payment solutions supported by Embedded Finance have become essential for supporting the gig economy. They offer speed, accessibility, and security in financial transactions.

                  The global gig economy is forecast to reach a value of $1847 billion by 2032, reflecting its rapid expansion and impact on the workforce. This growth has unlocked flexibility and autonomy for workers. Furthermore, it has also introduced unique financial challenges, particularly in payment systems. With so many platforms available for freelancers, each one strives to offer the best experience. To succeed in the competitive world of the gig economy and handle changes in demand and pricing, platforms need to adapt fast.

                  Embedded Finance is a Transformative Force

                  Embedded Finance is emerging as a transformative force for gig workers. It simplifies payment processes and enhances financial management. Its impact is already evident in the streamlining of payments. Instead of waiting for traditional payroll cycles, gig workers can now access their earnings instantly. Empowering them with greater control over their finances. This approach not only alleviates cash flow challenges but also facilitates more effective ways of working for freelancers.

                  Moreover, Embedded Finance enables seamless partnerships with gig economy platforms. By integrating directly into these platforms, Embedded Finance solutions allow gig workers to manage all financial processes, from receiving payments to tracking earnings, without leaving the platform. For example, partnerships with wallet-based infrastructure providers enable secure, efficient fund dissemination. Meanwhile, laying the groundwork for additional revenue opportunities through wallet-facilitated transactions. This integration enhances both worker experience and platform capabilities, fostering a more cohesive gig economy ecosystem.

                  Flexible, Fast Payouts  

                  The gig economy is global by nature, requiring financial solutions that can support businesses and workers across borders. Flexible FX infrastructure plays a crucial role in streamlining contractor management by ensuring seamless multi-currency payments, compliance, and administrative efficiency. This type of infrastructure empowers platforms to reduce operational costs and improve the overall user experience for both businesses and gig workers.

                  By leveraging modular and flexible FX solutions, employment and HR platforms can cater to specific use cases, such as managing international contractor payments. These solutions not only enable compliant and efficient transactions but also simplify processes. This allows businesses to focus on core operations while offering a seamless experience to their users. Such advancements highlight the potential of integrated financial technology to address complex cross-border payment needs effectively.

                  For gig workers, income can often be irregular, leading to cash flow uncertainties and financial stress. Specialised payment solutions, powered by Embedded Finance, address this by enabling instant payouts. By integrating low-fee processing and real-time transaction capabilities, these platforms bypass the delays of traditional payroll systems. This provides workers with immediate access to their earnings.

                  The ability to access income in real time is more than a convenience; it is a critical lifeline for workers managing daily expenses, emergencies, or reinvestment in their work. This advancement significantly enhances financial stability, helping to sustain the gig economy as a viable career path.

                  Digital Wallets

                  A substantial number of gig workers operate outside conventional banking systems, lacking access to savings accounts, credit, or other essential financial services. Digital wallets and cross-border payment capabilities, key elements of Embedded Finance, are integral to addressing this gap. These tools allow gig workers to securely store and manage their funds, receive payments in multiple currencies, and make transactions with ease.

                  Additionally, digital wallets serve as more than just repositories for funds. They can include features such as budgeting tools, savings trackers, and credit-building capabilities. These tools enable gig workers to manage their finances more effectively while opening up new opportunities for growth and security. For instance, workers can build credit profiles through wallet-based transaction histories, unlocking access to financial services that were previously out of reach.

                  Security and Growth

                  As the gig economy increasingly relies on digital platforms, the importance of secure and adaptable financial solutions cannot be overstated. AI insights and data-driven credit assessments are creating robust ecosystems tailored to the needs of gig workers.

                  AI powered advanced analytics are transforming the way gig workers manage their finances. These tools can identify financial trends and provide actionable insights tailored to the individual. For instance, they can recommend optimal saving strategies or suggest the best times to withdraw funds, enabling workers to make smarter financial decisions and reduce uncertainty in their income flow.

                  While data-driven credit assessments are breaking down traditional barriers to credit access for gig workers. With irregular income patterns, many gig workers struggle to secure loans or build credit through conventional means. Platforms are addressing this by using alternative data points—such as earnings history and payment behaviours—to create fair and accurate credit profiles. This innovation opens doors to financial opportunities that empower gig workers to achieve greater financial stability and growth.

                  By streamlining payments, integrating accessible financial tools, and leveraging cutting-edge innovations for security, these solutions address both immediate and long-term needs. Through continued innovation, the gig economy is poised to thrive as a flexible, inclusive, and dynamic component of the global financial system.

                  • Embedded Finance

                  Author

                  Amber Thetford

                  Published

                  4 February 2025

                  Estimated Read time

                  4Mins

                  OnAfriq’s Amber Thetford, Chief Product Officer – Card issuing and processing, on how prepaid debit cards can enable companies to take advantage of of trade opportunities across the African continent

                  As businesses seek to expand across African borders, cashless payment solutions offer a safer method of transferring money. Prepaid debit cards provide security while mitigating many infrastructure and regulatory challenges.

                  The African Continental Free Trade Area Agreement (AfCTA) is moving into the operational phase. It is becoming clearer that part of its success lies in ensuring entrepreneurs and small businesses can effectively trade and receive payments across borders.

                  African Trade

                  As the African Union has noted, the trade area will be the biggest since the World Trade Organization was formed in 1995. Africa’s population is currently 1.2 billion people. A figure expected to reach 2.5 billion by 2050.

                  South Africa took its first step in making AfCTA a reality when former Minister of Trade, Industry, and Competition, Ebrahim Patel, launched the implementation of the start of preferential trade this year. The South African Revenue Service also certified two consignments to Ghana and Kenya.

                  Yet, with trade expected to grow among members from 15%-18%, a safe way of moving money is required given the risk that cash presents. Some nine-tenths of transactions in sub-Saharan Africa are, based on World Bank information, in cash.

                  Card payments in the digital ecosystem

                  The large amounts of cash involved in trade are also cumbersome and difficult to physically transport between markets. Card payments, part of the digital ecosystem, can enable efficient, secure, and transparent transactions. These are essential for facilitating trade.

                  Card payments can eliminate the need for manual intervention and reconciliation when it comes to banking and bookkeeping. This, the World Bank states, makes them, on average, three times more cost-effective than conventional purchase order costs.

                  Mobile money payments have greatly improved Africa’s ability to make cross-border payments. However, they do not meet the full scope of needs of individuals or businesses. As the United Nations points out, there are regulatory bottlenecks. Furthermore, a lack of interconnectivity among mobile transactions in some countries means people cannot transfer money across borders. Moreover, limitations of infrastructure, accessibility, and interoperability make it difficult for their users to access the global digital economy. As a result, this type of cross-border payment can be limited.

                  Prepaid cards can solve trade problems

                  There are solutions to these trade dilemmas. Prepaid cards can enable businesses and individuals to transact with global institutions and marketplaces without the need to own a bank account. This option removes a pain point for a business that would otherwise need to accept local alternative payment methods or cash. Navigating challenges like high fees, currency shocks and a lack of access to traditional banks can be simplified through prepaid cards. This makes them a pivotal instrument that enhances Africa’s connection to the global economy.

                  For example, one of OnAfriq’s customers provides payroll solutions for seafarers and cruise ships, which frequently travel to different countries. Once the card is loaded, it is very convenient for sailors to use it as one would a normal debit card. They can swipe to pay for purchases or transmit money across borders. The beauty of this option is that whoever is loading the card with money, can be based anywhere in the world. Moreover, the same is also true of the person holding the card.

                  Prepaid cards can also be used to manage expenses because they can be provided to managers. For example, a bookstore could make independent decisions about business-related purchases. But only up to a certain amount. This has the added advantage of speeding up operations as there are no lengthy delays across the company when it comes to acquiring stock. Furthermore, it goes some way towards eliminating fraud as the card has a set limit.

                  Larger companies with staff who travel extensively can also provide gratuities for their employees. They can then cover incidental expenses without having to dip into their own pockets or bring back paperwork to be reimbursed.

                  AfCTA dream can become a reality

                  A platform that simplifies a user’s ability to transfer money to cards brings the AfCTA dream closer to reality. The versatile power of prepaid cards can be used to promote free trade between countries and unite Africa’s fragmented payment landscape.

                  Prepaid solutions can aid businesses seeking to operate in other African countries to thrive – making AfCTA’s aim a reality and boosting economic growth for all.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  31 January 2025

                  Estimated Read time

                  5Mins

                  Jan-Willem Weggemans, Vice President, Commercial Payments Lead at Publicis Sapient on the outlook for payments modernisation

                  The payments industry is transforming rapidly, driven by customer demand shifts, regulatory developments and technological advances. Payments players need a tailored innovation approach for each value opportunity, based on their strategic position and ambition and each driver of change.

                  Understanding the drivers of payments modernisation

                  Driven by technological advancements, shifting customer expectations and regulatory developments, banks and financial institutions must adapt their offerings. They must modernise their payments to remain competitive in this ever-evolving landscape as we start this new year.

                  Customers expect real-time, seamless and personalised payment experiences that are now standard expectations across financial services. Not only that, but users are demanding frictionless cross-border transactions, alongside advanced features like biometric authentication.

                  Massive advances in technological capabilities drive customer expectations. Cloud computing, data platforms, Artificial Intelligence (AI), and Application Programming Interfaces (APIs) enable faster, scalable, resilient, and more secure payment solutions. These enable opportunities to innovate customer propositions and experiences. Moreover, supporting the modernisation of processes and technologies can lower costs and improve resilience.

                  Regulatory developments are a key factor. From new (instant) payments schemes to ISO standards to KYC/AML requirements, there is an ongoing need to change/modernise the payments operating model. And possibly innovate client solutions.

                  For these reasons, legacy banks can struggle with the pace of change and inefficiencies. Including enabling FinTech disruptors to gain a competitive advantage. So, how can banks examine these learnings and implement better change?

                  Progressive modernisation and the impact of GenAI

                  Banks and financial institutions can take a tailored approach to payment innovation and modernisation. In all of these approaches, modernising an incumbent player with significant legacy challenges is generally a process of progressive modernisation. Big bang approaches and the building of neo banks to move a legacy bank forward have generally not delivered success.

                  Progressive modernisation enables a bank to move in a controlled way from the legacy to the modern state. This requires running the legacy and modern services in parallel. Meanwhile, the integration is enabled by decoupling the hardwired systems top and bottom (integration and data). Only then can you spin up the modern enterprise and core services and progressively direct more clients/transactions/products over the new stack.

                  Progressive modernisation is becoming more attractive and suitable for many clients. Furtherore, GenAI can materially alter the cost and duration of these programs, offering lower risk and a significantly improved business case. With new and innovative solutions that utilise GenAI at their core, the whole journey can be greatly accelerated. Including Legacy system discovery, Target state design, Backlog creation, and Building and Testing.

                  Three key approaches when facing the need to modernise Payments

                  Payments players are facing an ongoing modernisation need, driven by changing client behaviours, technology innovation and regulatory activism. 

                  Broadly, we recognise three approaches to payment modernisation, including:

                  Fix the edge – either top of the stack or bottom, a small fix, without touching 90% of the existing tech. 

                  Incremental uplift – installing a modern solution (but not fully end-to-end). For example, a new core system for a set of products/customers.

                  Move to native build – setting steps on the progressive modernisation journey, after investing in decoupling the hardwired legacy systems.

                  To select the right approach, we consider two key factors: the event and the players. The event looks at the size of the opportunity (or materiality of the threat) and the size/complexity of the change. The player looks at the performance of the existing operating model, whether payments are core, and whether the ambition is to be a leader in payments or to be part of the majority of players.

                  How a player’s participation strategy drives modernisation choices. A client offers white label card processing services, and in their market, they need to offer the most modern solution and lead with modern technology, AI, and embedded compliance/risk solutions. A major incumbent bank decided to invest primarily in customer value propositions, driving value from the broader client relationship. The bank opted for a processing-as-a-service model when it needed to modernise the processing platform.

                  Looking at the two extreme options, we see that fixing the edge works well for players where payments are not core, when they do not need to be the first mover, or when their existing operating model is performing well. From an event perspective, it fits when the opportunity is small and/or the change is minor in effort and complexity.

                  At the other end of the spectrum, moving on the journey to native build is most suited for players where payments are core. Where they want to be the first mover in the market, and where the existing operating model is facing major challenges. From an event perspective, it is more suited when the event supports a significant value opportunity (or threat to the business) and requires a significant change.

                  Making payments progress real

                  Many new payment options, including A2A payments and instant payments, offer incremental benefit cases for many players. These are not large enough to kick off the incremental modernisation journey. Thus, most players will opt for a “fix the edge” or “incremental” modernisation approach and wait for another event for a full modernisation.

                  Regarding regulation. The new ISO20022 standard is due to come into full force in November 2025. However, less than a third of messages were exchanged using the new standard in late 2024. An often cited reason for delays in implementing regulatory changes is the edge approach replanning required to keep up with the evolving set of rules regarding the ISO standards. The evolving set of rules is inevitable, as the regulator is responding to market experiences and feedback from trying to implement the initial rules set. Thus, in regulatory change with this level of impact, a cloud-native approach would be better, enabling a more nimble/agile response to continuous changes.

                  What is the next move?

                  Faced with the inevitable need to invest in payments, we suggest taking a portfolio approach and looking 2-3 years ahead when evaluating individual modernisation events. And your strengths/weaknesses and strategy. Modernisation is not just a technical upgrade but a strategic enabler that can drive efficiency, resilience, and innovation. You can ensure that each modernisation effort contributes to a cohesive, future-ready payments ecosystem by aligning your investments with long-term business goals. This approach will help you avoid costly short-term fixes. And build a scalable, agile infrastructure that supports evolving customer expectations, regulatory requirements, and competitive pressures.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  30 January 2025

                  Estimated Read time

                  5Mins

                  Sejal Mehta, Karen Chiew, and Andrew Rodgers from Odgers Berndtson’s Global FinTech Centre of Excellence, look at five FinTech trends and how they will influence leadership hiring and assessment in 2025

                  In 2024, the UK FinTech sector experienced a significant surge in hiring, reflecting the industry’s robust growth and investor confidence. From January to April 2024, FinTech job vacancies increased by 61% year-on-year, with technology roles, particularly in development and engineering, leading this expansion.

                  Alongside this growth, we’re seeing a gradual blurring of boundaries between traditional finance, decentralised finance (DeFi), and technology. Moreover, this convergence is most evident at the executive leadership level. Here, movement between these sectors is becoming increasingly common – propelled by regulatory shifts and evolving global politics.

                  In light of these trends, here’s a look at the types of leaders UK FinTech firms are likely to prioritise in 2025…

                  Bridge Builders between Digital and Traditional Finance

                  The UK is pressing ahead with development in digital payments, including blockchain applications and Central Bank Digital Currencies (CBDCs). This signals growth in investments in digital asset companies. This aligns with the broader global trend, notably the pro-crypto stance of the new Trump administration.

                  We’re already seeing an uptick in DeFi players asking for professionals from established finance and banking backgrounds who can bridge traditional and digital asset knowledge. In particular, we anticipate demand for leaders who are adept in risk management, compliance, and client services. Those who can demonstrate the ability to navigate the complexities of digital assets.

                  As digital currencies and CBDCs open new possibilities in financial products, demand is rising for leaders in product development. Those who can design, test, and implement digital payment solutions that appeal to both institutional and retail users. Leaders who are agile and can thrive in an environment of ambiguity will be especially valuable in serving the overlapping needs of these different customers. 

                  Hyper-Personalised Financial Specialists driven by AI

                  FinTech is rapidly leveraging AI to pivot toward autonomous financial and predictive insights. In 2025, this will lead to the growth of hyper-personalised financial products and enhanced risk management.

                  To capitalise on the opportunities of this developing technology, FinTech companies will look for leaders with established capabilities in data analytics and AI. Particularly those who can drive data-informed strategies, emphasising efficiency and scalability.

                  Crucially, the growth of autonomous finance means FinTech firms will face significant demands on their data infrastructure and processing power. Furthermore, leadership expertise in cloud computing, AI architecture, and data scalability will be key as firms navigate these technical challenges.

                  Cybersecurity Leaders with Deep Specialisms

                  In 2025, cybersecurity leadership hiring in FinTech will emphasise specific skills beyond traditional cybersecurity. This is due to heightened regulatory scrutiny and evolving digital threats. With the rapid growth in digital payments, cryptoassets, and autonomous finance, we anticipate FinTech firms to prioritise leaders with expertise in digital identity verification to prevent unauthorised access and protect consumer data across platforms.

                  As transaction volumes rise, transaction security leaders who can oversee real-time monitoring, anomaly detection, and encryption protocols will become essential to safeguard against data breaches and financial losses. Likewise, fraud detection capabilities and leveraging AI and machine learning will be a key focus in cybersecurity leadership roles. These will proactively identify and mitigate fraud risks, especially with the increasing adoption of open finance and decentralised finance solutions.

                  Highly Adaptable Regulatory Leaders

                  Multiple regulatory developments affecting FinTech companies will come into effect in 2025. These include cryptoassets, cyber security, Buy Now Pay Later (BNPL) services, open finance, and enhanced safeguarding for payments and e-money firms. Moreover, these changes will introduce stricter compliance requirements, aiming to improve transparency, consumer protection, and resilience within the FinTech sector.

                  Additionally, we expect the recently published UK National Payments Vision, APP Fraud guidelines and Financial Promotions to drive payments and FinTech companies to seek leaders with expertise in compliance, cybersecurity, and risk management. As firms navigate stricter rules, demand will increase for executives who can build robust frameworks for regulatory compliance, safeguard digital assets, and ensure consumer protection. Leaders with experience in adapting to regulatory shifts, particularly in highly regulated sectors, will be essential to manage these new obligations efficiently.

                  This need for specialised knowledge will intensify competition for talent with both technical and strategic regulatory expertise. Making digital regulatory acumen a critical asset for leadership roles in FinTech.

                  Customer-Centric Innovators to Build Seamless Experiences

                  FinTech companies are prioritising leaders capable of harnessing Banking-as-a-Service (BaaS) to innovate in customer experience and streamline cross-sector collaborations. As BaaS becomes a cornerstone of FinTech innovation, firms will seek executives who are adept at using this model to create seamless, customer-centric solutions that simplify interactions and integrate financial services more deeply into everyday life.

                  This shift reflects a clear message from the industry: customer experience is no longer a single department’s responsibility; every leader is expected to bring a customer-first approach to the table.

                  Leaders who can foster strategic collaborations across sectors – such as retail, healthcare, and technology – will be valued, as these partnerships drive BaaS innovations that embed financial services within various digital ecosystems. Consequently, the demand for leaders with a balance of technical insight, strategic partnership skills, and a strong customer-focused ethos will shape hiring trends, with companies competing for leaders who can bridge the gap between FinTech capabilities and elevated, customer-centred experiences.

                  Shaping the Future: Agility and Insight in FinTech Leadership

                  As FinTech technologies and sectors continue to merge, FinTech leaders must demonstrate learning agility. Their ability to adapt past experience to new contexts will be crucial to their leadership effectiveness.  

                  Equally important will be their curiosity in understanding the evolving landscape. And their interpersonal savvy in navigating relationships with diverse stakeholders – both of which will significantly influence their impact in the FinTech space.

                  The most effective way to identify leaders with these capabilities is through leadership team competency profiling. This approach offers data-driven insights into team composition and critical skill gaps, aligning leadership competencies with the specific strategic objectives of the FinTech firm. By tailoring this process to the firm’s current phase of growth, FinTech companies can ensure they have the right leaders to successfully navigate the challenges of a highly disruptive market.

                  • Blockchain & Crypto
                  • Cybersecurity in FinTech
                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  27 January 2025

                  Estimated Read time

                  2Mins

                  ClearBank, the enabler of real-time clearing and embedded banking, recently announced its partnership with Airwallex. A leading global Digital Payments and…

                  ClearBank, the enabler of real-time clearing and embedded banking, recently announced its partnership with Airwallex. A leading global Digital Payments and financial platform for modern businesses. Through this collaboration, Airwallex will leverage ClearBank’s agency banking solution to enhance its UK offering with virtual business accounts, GBP collections, and Confirmation of Payee (CoP) functionality.

                  Partnering for Digital Payments with ClearBank

                  ClearBank has enabled the global FinTech to issue virtual accounts and IBANs under its own brand identity. This reinforces Airwallex’s robust financial platform, while also allowing the company to maintain seamless customer branding. Moreover, through the partnership, Airwallex will have access to UK payment schemes. These include Faster Payments, BACS, and CHAPS. Accelerating Airwallex’s strategic goal of helping businesses simplify their global Digital Payments and financial operations, unlock new opportunities, and grow without limits.

                  “Our priority is to provide businesses with fast, flexible and seamless financial services. ClearBank’s agency banking solution aligns perfectly with our vision, allowing us to enhance our product offering in the UK while maintaining our brand identity. The team’s deep understanding of our business needs and their speed of execution have been invaluable throughout the partnership development and integration process.”

                  Vivien Cheung, Head of Financial Partnerships – EMEA, Airwallex

                  The partnership is founded on the companies’ shared ambition to utilise innovative technology to bring streamlined financial services to more customers in new markets. Furthermore, it highlights a growing demand for innovative financial solutions that combine the flexibility of FinTech with the security of traditional banking. ClearBank’s cloud-based approach allows for efficient integration, enabling Airwallex to deliver the features and functionality businesses need to make Digital ayments faster and more cost-effective.

                  “We’re proud to partner with Airwallex as the business enters its next phase of growth. Our unique combination of innovation and security was essential in supporting the premium customer experience that Airwallex is looking to provide. We look forward to deepening our relationship with Airwallex as we explore further opportunities for collaboration.”

                  John Salter, Chief Customer Officer, ClearBank

                  About Airwallex 

                  Airwallex is a leading global financial platform for modern businesses, offering trusted solutions to manage everything from Digital Payments, treasury, and spend management to embedded finance. With our proprietary infrastructure, Airwallex takes the friction out of global payments and financial operations, empowering businesses of all sizes to unlock new opportunities and grow beyond borders. Proudly founded in Melbourne, Airwallex supports over 100,000 businesses globally and is trusted by brands such as Brex, Rippling, Navan, Qantas, SHEIN and many more. For more information, visit http://www.airwallex.com

                  About ClearBank 

                  ClearBank is a purpose-built, technology-enabled clearing bank. Through its banking licence and intelligent, robust technology solutions, ClearBank enables its partners to offer real-time payment and innovative banking services to their customers. For more information, visit www.clear.bank

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  23 January 2025

                  Estimated Read time

                  2Mins

                  According to a new report published by WiseGuy Reports (WGR), The Insurtech Insurance Technology Market was valued at $ 31.05 billion in…

                  According to a new report published by WiseGuy Reports (WGR), The Insurtech Insurance Technology Market was valued at $ 31.05 billion in 2024 and is estimated to reach $322.7 billion by 2032. It is set for growth at a CAGR of 33.99% from 2025 to 2032.

                  InsurTech revolution gathers pace

                  The insurtech insurance technology market is revolutionising the traditional insurance sector by integrating advanced technologies such as artificial intelligence (AI), machine learning (ML), blockchain, and data analytics. InsurTech solutions streamline operations, improve customer experiences, and enable data-driven decision-making. These technologies cater to various aspects of insurance, including underwriting, claims processing, and policy management.

                  The market has witnessed robust growth due to the rising demand for digital solutions and personalised insurance products. With startups and established insurers collaborating, the industry is becoming more agile and competitive, creating new opportunities for innovation in risk assessment and fraud prevention.

                  InsurTech’s key players

                  The InsurTech insurance technology market features a dynamic mix of startups and established players. Key companies include Lemonade, Metromile, and Hippo, known for their innovative approaches to insurance delivery. Traditional insurers such as AXA and Zurich are also investing in InsurTech partnerships to modernise their operations.

                  Companies like Policybazaar and Root Insurance are leveraging AI and big data to enhance customer engagement. Furthermore, tech giants like Amazon and Google are exploring the sector, further intensifying competition. Moreover, these players focus on integrating advanced technologies and developing user-centric platforms to stay ahead in a rapidly evolving market.

                  • InsurTech

                  Author

                  Stuart Cheetham

                  Published

                  22 January 2025

                  Estimated Read time

                  4Mins

                  Stuart Cheetham, CEO at MPowered Mortgages, on how AI-powered technology allows mortgage lenders to fully underwrite loan applications in minutes

                  AI technologies are about to have a huge impact on the mortgage market… In November last year the founders of Revolut announced plans to launch a “fully digital, instant” mortgage in Lithuania and Ireland in 2025. Details were sketchy but the company said that mortgages will be part of a “comprehensive credit offering” it intends to build.

                  Neobanking progress with AI

                  Digital only banks, like Revolut and Monzo, are renowned for using the power of technology and data science to create efficiencies and improve customer experience. The reason neobanks have been so successful is because they provide a modern, convenient and cost-effective alternative to traditional banking. This is done a transparent way, through fast onboarding, 24/7 app access and instant notifications. All with a user-friendly interface.

                  While many financial services sectors have embraced financial technology in the way Revolut and Monzo have for the retail banking sector, the mortgage sector has struggled to make a real breakthrough here. Why hasn’t the mortgage industry caught up one might ask? Mortgages are complex financial products, existing at the intersection of justifiably stringent regulation. They represent the single biggest financial commitment people make in their lifetimes. Financial advisors who source mortgages on behalf of borrowers are hindered at every stage by outdated systems and inadequate or commoditised product offerings.

                  Disrupting the Mortgage Market

                  The mortgage industry is one financial services sector that has been yearning to be shaken up by the FinTech industry for some time. While it’s encouraging to see a successful brand like Revolut enter this market, what is less known is that huge progress is being made already by smaller and less well known FinTech disruptors.

                  For example, the mortgage technology company MQube has developed a “new fast way” of delivering mortgage offers using the cutting edge of AI technology and data science. Today, it still typically takes several weeks to get a confirmed mortgage offer. This is one of the major reasons the homebuying process can be so time consuming and stressful for brokers and borrowers. The mortgage process is characterised by bureaucracy, paperwork, delays and often frustratingly opaque decision-making by lenders. This leads to stress and uncertainty for consumers, and their advisors. And at a time when they have plenty of other property-purchase related challenges to contend with.

                  Our proprietary research shows us, and this will come as no surprise, that the biggest pain point for borrowers and brokers about the mortgage process is that it is time consuming, paperwork heavy and stressful. Imagine a world where getting a mortgage is as quick and as easy as getting car insurance. This is MQube’s vision.

                  MQube – AI-powered Mortgages

                  MQube‘s AI-powered mortgage origination platform allows mortgage lenders to fully underwrite loan applications in minutes. MPowered Mortgages is MQube’s lending arm and competes for residential business alongside the big banks. It uses MQube’s AI-driven mortgage origination platform and is now able to offer a lending decision within one working day to 96% of completed applications.

                  The platform leverages state-of-the-art artificial intelligence and machine learning to assess around 20,000 data points in real-time. This enables lenders to process mortgage applications in minutes, transforming the industry standard of days or weeks. It automates the entire underwriting journey, from application to completion. This helps to provide a faster service, reduce costs, mitigate risks, and to make strategic adjustments quickly and effectively. By assessing documents and data in real-time during the application, it is able to build a clearer and deeper understanding of a consumers’ circumstances and specific needs. Applicants are never asked questions when MQube can independently source and verify that data, leading to a streamlined and paperless experience. Furthermore, this whole process reduces dependency on human intervention.

                  The benefits of AI

                  More and more lenders are seeing the benefits AI and financial technology can bring to their business. They are beginning to adopt such AI-driven financial systems which are scalable and serve to address systemic problems in this industry. The mortgage industry is still some way behind the neobanks, but what’s hugely exciting to see is the progress that has been made so far. Moreover, if FinTechs continue to innovate this sector and if lenders continue to embrace financial technology and use at scale, then getting a mortgage could genuinely become a quick, easy and stress free process. At this point, the mortgage industry could begin to see a shift in consumer perception and change in consumer behaviour. A new frontier for the mortgage industry is upon us.

                  • Artificial Intelligence in FinTech
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  21 January 2025

                  Estimated Read time

                  2Mins

                  Plumery, a digital banking experience platform for customer-centric banking, today announced it has launched Digital Lending. The fully end-to-end digital…

                  Plumery, a digital banking experience platform for customer-centric banking, today announced it has launched Digital Lending. The fully end-to-end digital loan origination journey allows bank customers to go from application to disbursement in 180 seconds.

                  Digital Lending

                  Plumery Digital Lending offers market-leading speed with banks, digital lenders and other financial institutions who are able to launch their new lending products in as little as 18 weeks. Moreover, allowing firms to triple their loan portfolio and capacity while maintaining the same staffing levels.

                  Many financial institutions are still unable to offer a fully digital loan origination process to customers. This forces them to partially complete a process online before finalising with human intervention. Yet, firms need to move quickly to stay competitive in today’s fast-paced world and benefit from the highest interest rates in a decade. 

                  Transforming the loan process

                  “By transforming the loan origination process into a fully digital experience, banks and other financial institutions can meet the demand for seamless and efficient customer journeys. Firms can configure every aspect of the process, safe in the knowledge they are on top of bank-grade security and infrastructure.”

                  Ben Goldin, Founder and CEO of Plumery

                  Digital Lending includes:

                  • Digital application through web and mobile interfaces
                  • Secure capture and storage of customer information
                  • Streamlined, compliant onboarding experience
                  • Automated application processing and data collection
                  • Integration with external data sources for accurate scoring and vindication
                  • AI/machine learning driven credit decisioning with customisable rules
                  • Digital document generation and e-signatures
                  • Loan disbursement and integration with core banking or loan management systems

                  With customer journeys built on the Plumery platform, firms can align with their unique workflows or adapt to changing regulatory requirements – and continue making rapid improvements from there. Plumery offers tools which both developers and business users can employ to make final adjustments, ensuring fast and affordable automation.

                  About Plumery

                  Headquartered in the Netherlands, Plumery’s mission is to empower financial institutions worldwide, regardless of size, to craft distinctive, contemporary, and customer-centric mobile and web experiences.

                  Plumery operates with a diverse team that embodies a unique combination of seasoned expertise and vibrant innovation. This blend has been cultivated through years of experience at start-ups, scale-ups, and established financial institutions, and most notably at globally leading financial technology companies, where they were instrumental in creating disruptive digital banking solutions and platforms that now serve 300+ banks globally. 

                  Plumery’s Digital Success Fabric platform provides banks with the foundation for success beyond fast-time-to-market by expediting the development of their digital front ends while significantly cutting costs compared to in-house initiatives or solutions with high total cost of ownership (TCO).  

                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  20 January 2025

                  Estimated Read time

                  5Mins

                  Ben Hunter, Senior Director of Financial Services at Gigamon, on the impact of the Digital Operational Resilience Act (DORA) and what financial institutions can do to ensure lasting compliance

                  The Digital Operational Resilience Act (DORA) came into force on January 17th. It’s high time for financial institutions to refine their compliance and Cybersecurity efforts. This regulation isn’t just another box-ticking exercise. It represents a shift in the financial services industry that touches everyone in the ecosystem. And every corner of the organisations within it. From IT teams to the board, every department must pull together under a cohesive cyber strategy to meet the challenge. It’s not simply about systems and software. DORA demands a cultural shift toward organisation-wide cyber resilience.

                  At this stage, the big changes should already be in place. However, the focus now must be on the finer details. The overlooked pieces that could potentially make or break compliance and prove extremely costly. Organisations must tweak processes and ensure every element of their plan works seamlessly and aligns with the broader goal of operational resilience. Here are three areas of focus to perfect preparedness and ensure DORA compliance is not just a box checked but a new standard embraced by the whole organisation.

                  Criticality of third-party Cybersecurity management

                  One of DORA’s requirements is reducing reliance on single ICT service providers. This is designed to safeguard financial institutions against concentrated risk. By now, all structural changes should already be in place, with organisations diversifying their ICT providers. Or improving internal capabilities to reduce their external dependencies. However, compliance doesn’t end with restructuring. The focus must now shift from restructuring to managing these relationships effectively. Organisations should be looking to perfect their third-party risk assessment, monitoring, and due diligence strategies. They must ensure their processes for vetting ICT service providers are not just in place but are meticulously detailed. Contracts need to leave no room for ambiguity, with explicit terms outlining providers’ security and risk management strategies. These agreements must be revisited and stress-tested to confirm they align with DORA’s standards.

                  Equally critical is ironing out the specifics of ongoing monitoring and oversight. Institutions should be finalising the structure and frequency of their performance reviews and audits. Ensuring these mechanisms are robust enough to identify and address any emerging vulnerabilities. Moreover, by focusing on the details now, organisations can build a resilient operational framework that doesn’t just meet DORA’s requirements but builds resilience into their core operations for years to come.

                  Global efficiency through multi-cloud environments

                  Adopting a multi-cloud strategy has become essential for financial institutions operating on a global scale. It mitigates concentrated risk by avoiding dependence on a single provider and allows organisations to address the unique regulatory and operational challenges of different regions. However, the complexity of multi-cloud environments brings its own challenges. Particularly in ensuring the visibility and control required under DORA. This is why it’s crucial for organisations and their third parties to refine the tools and processes that support this level of visibility and allow the security teams to continuously monitor their environments.

                  According to recent data, 50% of CISOs say their confidence in risk management hinges on having full visibility into all data in motion, including encrypted and lateral traffic across both on-premises and cloud environments. This underscores the importance of advanced monitoring capabilities to effectively manage the complexities of multi-cloud infrastructures. While DORA mandates comprehensive visibility, the benefits go beyond just meeting compliance requirements. Deep observability strengthens organisations’ ability to detect vulnerabilities in real-time, ensuring seamless operations across regions and providers, and service continuity. For multi-cloud strategies to be effective, they must be paired with the right network-level monitoring capabilities. It’s important to build resilience from the inside out.

                  Organisational alignment to demonstrate Cybersecurity compliance

                  Demonstrating compliance isn’t just about avoiding fines and ticking regulatory boxes. It’s about preserving trust and protecting the organisation’s reputation. Reputational damage and financial penalties hit the top of the organisation hardest. This makes board-level engagement essential to ensuring Cybersecurity efforts are prioritised and aligned with broader business objectives. Boards must recognise that Cybersecurity is not a siloed function; it’s a key aspect of business resilience.

                  While security leaders are responsible for designing and implementing security strategies, their ability to deliver is directly tied to the board’s involvement. Board members control the decisions that shape an organisation’s Cybersecurity posture, from budget allocation to strategic priorities. Without their active engagement, security leaders may lack the resources, influence, or organisational buy-in necessary to implement comprehensive security measures. This can lead to significant gaps in compliance efforts and overall resilience.

                  To demonstrate compliance effectively, organisations need a unified approach to gathering, standardising, and presenting evidence to regulatory authorities. This includes aligning on consistent formats for documenting key areas like risk assessments, incident management, security testing, and third-party oversight. By finalising internal policies and leveraging automation tools, institutions can ensure their compliance evidence is regulator-ready and accessible. Such coordination not only satisfies DORA’s demands but also signals a strong, unified commitment to operational resilience. One that must come from the top and ripple throughout the entire organisation.

                  With penalties for non-compliance reaching up to 2% of global annual turnover, financial institutions cannot afford to be anything less than fully aligned on their compliance strategies going forward. Furthermore, as the broader compliance frameworks are now finalised, the focus must shift to perfecting the finer details that will ensure long-term resilience and success.

                  About Gigamon

                  Gigamon offers a deep observability pipeline that efficiently delivers network-derived intelligence and insights to your cloud, security, and observability tools. This eliminates security blind spots, optimises network traffic and reduces tool costs. Therefore, enabling you to better secure and manage your hybrid cloud infrastructure.

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  16 January 2025

                  Estimated Read time

                  2Mins

                  Industry leaders join forces to host groundbreaking event during ETHDenver 2025 where Stablecoin innovation meets B2B finance

                  PayPal, Deloitte, and Bitwave will co-host On-Chain B2B Payments Day. A transformative event dedicated to accelerating the global adoption of Blockchain powered B2B payments.

                  Exploring Blockchain technologies

                  On-Chain B2B Payments Day will bring together hundreds of senior financial leaders, accountants, auditors, and enterprise executives on February 27 at ETHDenver. They will explore how stablecoins and Blockchain technologies are reshaping the future of payments for businesses.

                  “With the broader adoption of blockchain networks and digital assets, stablecoins play a critical role,” said Deloitte Tax LLP Partner, Global Tax Leader – Blockchain & Digital Assets, Rob Massey. “Business transactions take on a whole new dynamic when these ‘programmable’ funds interact with the software applications on a near real time basis. Furthermore, with that, we end up with unique tax, accounting and risk considerations.”

                  Redefining payments with Blockchain

                  The Blockchain event will be presented alongside ETHDenver – the annual conference for Ethereum developers and Blockchain advocates. On-Chain B2B Payments Day kicks off with a networking brunch and panel discussion featuring some of the leading voices in payment innovation. The event is sponsored by NetSuite alongside other key industry contributors.

                  “Stablecoins offer an unprecedented opportunity to transform payment operations for global business,” said Bitwave Co-Founder and COO, Amy Kalnoki. “At Bitwave, we expect to see on-chain payments become one of the fastest-growing areas of Blockchain adoption in 2025. Moreover, this event will provide financial leaders with insights into how on-chain technology will redefine cross-border payments, liquidity management, and real-time reporting.”

                  Why Attend On-Chain B2B Payments Day?

                  • Gain Practical Insights: Learn from financial experts about accounting, tax, and regulatory frameworks for building a compliant and future-ready payment practice.
                  • Discover Real-World Use Cases: Explore how stablecoins are transforming B2B payments, from accounts receivable (AR) to accounts payable (AP) and beyond.
                  • Engage with Industry Leaders: Connect with top decision-makers from leading enterprises, institutions, and crypto-native organisations advancing on-chain payments between vendors and payers.

                  Bonus: Take the “Bitwave Vendor Payment Pledge” and join an exclusive network of business partners accepting stablecoin invoice payments.

                  • Blockchain & Crypto

                  Author

                  Ben Goldin

                  Published

                  15 January 2025

                  Estimated Read time

                  5Mins

                  Ben Goldin, Founder & CEO of Plumery, on how Digital Banking innovations are reshaping the financial landscape, creating a greener future and new opportunities for millions

                  Digital banking is making waves in emerging markets, evolving beyond simple transactions to deliver rapid access to credit, broaden economic inclusion, and support sustainable solutions. As smartphone adoption rises and AI reshapes lending processes, digital banking is significantly expanding in underbanked regions, enhancing financial inclusion for people and businesses while minimising environmental impact.

                  According to McKinsey, several trends have accelerated this Neobanking evolution in emerging markets. The pandemic drove a shift from cash to contactless and digital payments. E-commerce grew significantly – global transaction volumes increased by 25% from 2019 to 2020 and are expected to continue growing at 12-15% annually. Governments introduced cashless payment systems like Wave in Côte d’Ivoire, UPI in India, and Pix in Brazil to enhance interoperability and improve aid distribution. Furthermore, investor interest surged, with payments-focused fintechs receiving nearly 40% of the $5.2 billion in tech startup capital in Africa in 2021.

                  Together, these factors have fuelled innovation in digital finance. This has helped meet rising demand and enabled AI-driven, mobile-first platforms to deliver fast access to capital, fostering financial empowerment in underserved communities.

                  Additionally, smartphone penetration is set to reach 88% in Sub-Saharan Africa by 2030. Setting the stage for even greater financial inclusion. Combined with a growing focus on sustainability, digital banking in these regions is positioned to offer services that are both inclusive and environmentally conscious. Here’s a look at how digital banking is breaking down barriers, expanding financial empowerment, and building a greener future across emerging markets.

                  The evolution from basic transactions to fully-fledged Digital Banking

                  Digital banking initially gained traction by providing essential services like balance checks, peer-to-peer (P2P) transfers, and bill payments. This bridged gaps left by limited banking infrastructure. However, with evolving needs, digital banks and fintech companies now offer advanced products such as digital lending. This is among the most transformative aspects of digital banking in emerging markets.

                  Traditional access to credit was often challenging due to strict requirements, physical infrastructure, and extensive documentation. Digital lending platforms eliminate these barriers, enabling users to apply for loans directly through mobile devices, often receiving decisions within minutes.

                  AI-driven credit assessment models leverage alternative data points like mobile usage, purchase history, and digital wallet activity. This allows customers to secure funds without a formal credit record. Quick access to capital can be a lifeline for small business owners. Allowing them to act on opportunities as they arise. Digital lending thus meets immediate financial needs and supports broader economic growth by empowering local businesses.

                  Banking on a sustainable tomorrow

                  As digital banking expands, the need for environmentally sustainable operations becomes critical. The infrastructure supporting digital banking requires significant energy, especially as usage grows. To address this, financial institutions in emerging markets are adopting cloud-based platforms and energy-efficient data centres, reducing resource consumption while scaling services.

                  Cloud-based solutions are not only more scalable but also more energy-efficient, enabling banks to expand their reach responsibly. Automated processes further enhance energy efficiency, allowing Neobanking providers to serve more customers while minimising their environmental impact. This focus on sustainability aligns with broader goals of economic development and environmental stewardship, especially in regions vulnerable to climate change. For instance, Nubank in Brazil has achieved significant milestones by focusing on digital-only services, reducing the need for physical branches and their associated environmental impact.

                  Bridging gaps and expanding reach

                  Financial inclusion remains at the heart of digital banking’s impact in emerging markets. Digital platforms provide an entry into the formal financial system for millions. This allows them to save, invest, and plan for their futures. For small businesses, mobile applications and digital wallets offer essential tools for growth, empowering them to compete and contribute to local economies.

                  Digital platforms are also helping bridge the documentation gap by offering digital identity verification. This allows individuals without formal identification to open accounts and access financial services. Moreover, this approach is critical in regions where many people lack traditional IDs, which has historically excluded them from banking. By incorporating digital identification and security measures, financial institutions extend their reach, supporting resilience and inclusion.

                  Pioneering financial access through Digital Banking innovation

                  Emerging technologies like Blockchain, AI, and Biometrics are another factor in redefining digital banking in emerging markets. Blockchain provides a secure and transparent transaction method, which is particularly valuable in regions with less stable financial systems. AI enables credit assessment using alternative data, while biometrics and electronic Know Your Customer (e-KYC) simplify account creation. This makes it easier for individuals in remote areas to access financial services without physical documentation.

                  These technologies not only broaden financial access but also ensure that digital banking systems are efficient, secure, and scalable. By integrating these advanced tools, banks and fintech companies can provide reliable services to underserved populations, raising the standard for accessibility and security. An example of this in action is Moniepoint, a Nigeria-based FinTech. It has secured significant funding to enhance digital payments and banking solutions across Africa. By applying advanced technologies it reaches many who still lack access to banking services.

                  The future: Empowerment, Inclusion, and Sustainability

                  The future of digital banking in emerging markets holds great potential. With rising smartphone and internet connectivity, even remote areas gain access to financial services, breaking down traditional barriers to inclusion. This evolution goes beyond technology, creating pathways for financial empowerment and economic resilience.

                  A new generation of digital banking solutions is enabling financial institutions to extend their reach into emerging markets with a comprehensive range of services. From account management to lending. Designed with flexibility in mind, these platforms support customisation, allowing banks to tailor services to local needs through open APIs and modular infrastructure. By embracing sustainable practices and sustainable technology, these solutions not only broaden financial access but also foster growth in underserved regions in an environmentally responsible manner.

                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  14 January 2025

                  Estimated Read time

                  3Mins

                  Yuno and PayPal team up to simplify Digital Payments for merchants with flexible options to broaden market reach and unlock new revenue streams

                  Yuno a leading payment orchestration platform, has announced a strategic collaboration with PayPal, a global leader in Digital Payments processing. This collaboration significantly enhances Yuno’s offering, giving merchants seamless access to PayPal’s vast active user network. This now surpasses 400 million worldwide.

                  Unlocking revenue streams with Digital Payments

                  Yuno-powered merchants can now effortlessly offer PayPal’s secure and flexible payment option, broadening their market reach and unlocking new revenue streams. Trusted by millions worldwide, PayPal allows users to make purchases, transfer funds, and pay bills in a fast, easy, and secure way, without the need to repeatedly enter card payment information, contributing to reducing digital footprint and providing the security users are looking for. 

                  Including this partnership, Yuno now supports over 300 global payment methods via its intuitive, user-friendly interface, making it easy for merchants to scale quickly by offering the most popular and locally-relevant payment methods in each market. Yuno’s platform also provides access to other innovative features. These include one-click checkout, advanced fraud protection, and optimised payment routing. This boosts transaction success rates and prevents lost sales in the wake of outages at a payment provider.

                  Catherine Kaupert, Global Head of Partnerships of Yuno, commented: “We’re thrilled to team up with PayPal, a well-known and trusted name in Digital Payments processing globally. This integration further strengthens Yuno’s capabilities, allowing our merchants to tap into PayPal’s extensive network and drive growth with ease. Together, we are simplifying payments, making them more secure, and enabling businesses to scale without friction.”

                  Paola Fuentes, Head of Partnerships for Hispanic Latam at PayPal, added: “Our affiliation with Yuno integrates our entire product portfolio. Including PayPal Checkout and credit and debit card payment processing to provide cutting-edge payment solutions for both customers and businesses. By joining forces, we are expanding the benefits of both companies’ offerings, giving consumers the option to select the payment method that suits them best and take advantage of instalments. According to recent data from AMVO, this is one of the main incentives for Mexican consumers to make purchases through the digital channel”.

                  Last year, Yuno secured $25 million in a Series A round led by Andreessen Horowitz, Tiger Global, DST Global Partners, Kaszek Ventures, and Monashees, fuelling its expansion across Asia, Europe, the Middle East, and Africa.

                  About Yuno

                  Yuno has emerged as a dominant force in global payment orchestration. Its core mission is to empower global commerce by enabling businesses of all sizes to accept and disburse Digital Payments anywhere in the world. Furthermore, fostering financial inclusion.

                  Yuno enables businesses to access over 300 payment methods worldwide. As well as innovative features including one-click checkout, smart routing, and robust anti-fraud tools via a single unified, easy-to-use interface. Yuno serves a global customer base that includes McDonald’s, inDrive, Rappi and other renowned brands across more than 80 countries.

                  About PayPal 

                  PayPal has been revolutionising commerce globally for more than 25 years. The company creates innovative experiences that make moving money, selling, and shopping simple, personalised, and secure. PayPal empowers consumers and businesses in approximately 200 markets to join and thrive in the global economy.

                  • Digital Payments

                  Author

                  Simon Ellis

                  Published

                  13 January 2025

                  Estimated Read time

                  4Mins

                  Simon Ellis, Head of Operations, EMEA at the global payment platform Airwallex, with his key FinTech predictions for 2025

                  This past year has truly solidified FinTech’s role as an indispensable part of the financial landscape. From the sleek banking apps that have become a daily staple for millions to the invisible financial infrastructure powering seamless payments… FinTech is no longer just a buzzword – it’s the new norm. It’s not just about innovative startups anymore. It’s about how traditional financial institutions are embracing and integrating these technologies to stay relevant and meet the evolving needs of their customers. In essence, FinTech has become synonymous with modern banking, driving continuous innovation and transformation across the entire industry.

                  But what’s next? 2025 promises to be transformational in many ways. Businesses are accepting AI as the reality of our future. Consumers are becoming more accustomed to flexibility and choice. And now more than ever, both seek agile and seamless solutions for their financial needs.

                  Here are the trends we at Airwallex expect to see play out over the next twelve months:

                  Coopetition with traditional banks and FinTechs

                  Coopetition will become a firm reality in 2025. Many of the conventional fears associated with FinTechs will no longer be a salient presence. Increased collaboration between FinTechs and banks will facilitate further innovation on a mass scale. These giants will insert themselves into new industries and access a new generation of customers. The prerequisite for this is the correct compliance and controls but firms are committed to getting this right to ensure they maintain the right to operate.

                  A path to Hyper-Personalisation

                  Over the past year, we’ve witnessed the emergence of an increasingly educated payments buyer, mindful of what they need today and into the future as they scale. In 2025, we’ll see payment providers take more direction from their customers. Payment providers will need to be more flexible as merchant customer preferences shift.

                  For ambitious and progressive businesses, particularly those looking to operationalise in new markets at pace, convenience remains king. Navigating multiple vendors can quickly create friction. However, this is where FinTechs bundling their solutions comes into play. Having a single point of contact that provides a range of services – whether that’s foreign exchange (FX), multi-currency digital accounts, expense management or payouts – isn’t just about convenience. Moreover, it saves on crucial costs that can be reinvested back into the business to spur growth.

                  The days of taking a one-size-fits-all product approach will no longer suffice. Hyper-Personalisation will reign supreme as businesses fight for customer attention and brand loyalty.

                  The continued rise of Embedded Finance

                  In seeking to accommodate the growing need for flexibility, the year ahead will see Embedded Finance become more commonplace across a range of industries. Consumers have most likely all experienced the seamless process of making an embedded payment, whether it’s ordering through a food delivery app or paying for a ride. Usually, it’s through digital-first services, but 2025 will be the year that we see more traditional industries embrace embedded payments to keep pace with the broader innovation taking place in their sectors. This will also help businesses stand out in an ever-changing and overcrowded market. Embedded Finance will help end users maintain their dominance while also driving product stickiness.

                  AI is here to stay

                  To accelerate this transformation, 2025 will see FinTechs and banks persist in the use of AI to improve decision-making and customer engagement. AI is already being used to automate and expedite previously long and complex processes. For example, Generative AI (GenAI) will continue to help financial institutions enhance the speed and efficacy of know-your-customer (KYC) and customer onboarding processes. Furthermore, at the same time, it will detect unusual activity and fraud. We’ll also continue to see a focus on AI’s use to improve the ongoing customer experience with personalised insights and advice.

                  As a result, modern financial services will become more accessible to businesses of all sizes and across sectors. Allowing for easier and more cost-effective management of global operations.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Embedded Finance

                  Author

                  Fernando Henrique Silva

                  Published

                  10 January 2025

                  Estimated Read time

                  5Mins

                  Fernando Henrique Silva, SVP Digital Solutions, EMEA at CI&T, on how finance firms can best leverage AI to unlock bespoke services and rapid issue resolution

                  When OpenAI released ChatGPT in November 2022, businesses in banking and finance quickly recognised the commercial potential of Generative AI (GenAI). However, due to the AI technology’s nascent qualities, archaic legacy systems and a lack of established strategies for integration, leaders have struggled to translate GenAI into greater revenues.

                  Two years on, the landscape is finally taking shape. According to PwC, 70% of global CEOs now expect GenAI to significantly reshape how their operations create value. Furthermore, more than two-thirds are already working with AI, having reworked their tech strategies to align with AI-driven opportunities.

                  Of course, the banking and finance sector is no stranger to technological change. The first plastic credit card was introduced in 1959, by American Express. The ATM was launched in London by Barclays Bank. And today, mobile banking, investing and high-level financial management can be done by any smart device nestled in a person’s pocket.

                  However, as with any new frontier tech, GenAI has its risks: implementation challenges, upskilling, regulatory and ethical considerations—these risks are heightened in finance and banking. And there’s the classic possibility of simply getting it wrong. Plus, what’s hot in GenAI today may be old news tomorrow.

                  To help organisations drive change within, let’s explore the good, the bad, and the ugly of GenAI adoption through the lens of recent insights from CI&T research and case studies.

                  The Good side of GenAI

                  The analogy between the Old West and GenAI holds up: both involve exploring new territories, uncovering valuable resources, and building infrastructure. Today, these frontier outposts are becoming cities, and full-scale reinvention is on the horizon for financial institutions.

                  So, what’s the new gold rush? According to CI&T’s new research, The Future of Finance: How AI is powering the intelligence era, the answer is ‘hyper-personalisation.’ This field is ripe, with fintech firms using it to deliver two key benefits: bespoke services and rapid issue resolution.

                  Using Customer Data Profile software—tools that gather and standardise data from online and offline sources to create detailed customer profiles—GenAI is helping these firms take personalisation to new depths. This can enable bespoke services in real-time. Indeed, McKinsey reports that personalisation drives profit: companies that prioritise it achieve growth rates 40% higher than their peers. For example, it enables institutions to offer solutions that foster smarter money habits among customers. This can be done by aligning services with consumption patterns and inflationary trends. This strengthens customer loyalty while driving cross-selling opportunities. Similarly, by facilitating enhanced financial decision-making, financial institutions can provide tailored advice and tools that differentiate their services in a competitive market, boosting retention rates.

                  On the investment side, hyper-personalisation creates avenues for smart investment moves by delivering customised strategies aligned with individual risk profiles. This not only attracts more customers but also improves portfolio performance, translating into increased asset management fees and long-term profitability.

                  GenAI is also giving businesses the gift of time. By 2030, up to 30% of current hours worked could be automated. For example, in the financial sector, portfolio managers are using GenAI to automate routine performance and risk reports. Hyper-personalisation could lead to strategies tailored to individual risk appetites, the latter being a revenue opportunity.

                  The Bad with GenAI

                  GenAI is like the newest member of the crew, full of promise but with some questionable traits. Without oversight, it can enable manipulation, misinformation, and privacy breaches. The tech, unmanaged, can also be prone to biases and inaccuracies. Often presenting errors as facts, adding pressure on teams to manage them. Moreover, it poses a security risk, requiring businesses to safeguard their data, or risk being ‘robbed in the night.’

                  To manage these risks, GenAI is increasingly subject to complex regulations. Gartner predicts that by 2026, 50% of governments will introduce regulations and policies to enforce the responsible use of AI. These challenges will be even more significant in banking and finance.

                  Balancing the pros and cons of GenAI is the key to extracting value. GenAI itself can often help. For example, CI&T assisted fintech firm Bulla, which specialises in flexible credit and benefits, with managing common complaints. Using our enterprise-ready GenAI platform, CI&T FLOW, Bulla analysed customer service data to gain a detailed view of pain points and rethink support systems. They also used it to give employees access to essential information and to train staff in GenAI.

                  The Ugly side of Artificial Intelligence

                  When the going gets tough, our relationship with GenAI can take an ugly turn if outdated legacy systems stand in the way. The challenge of digging through impenetrable layers, reworking outdated processes, extracting valuable data, and training staff accustomed to old ways of working is no easy feat. Moreover, the costs can quickly add up.

                  Historically, banking has been one of the sectors worst affected by legacy hardware. Nearly six in ten bankers see their legacy systems as a major business challenge, describing them as a ‘spaghetti junction’ of interconnected but antiquated technologies. So, much like digging through rock in search of gold, the rigid hardware architectures designed for specific banking functions—based on old programming languages and databases—are holding back innovation. In fact, 60% of executives cite skills gaps as an obstacle to overcome in their digital transformations.

                  The banking sector may be on the brink of a breakthrough. We’re starting to see more AI-driven chatbots, fraud prevention, and the speeding up of time-consuming tasks such as developing code and summarising reports. However, it’s updating the legacy hardware where the real commercial value lies.

                  Ironically, GenAI holds the key. For one of CI&T’s leading clients, a large global bank based in South America, CI&T FLOW was able to modernise its systems by supporting the transition from COBOL to Python using a code refiner. This resulted in accelerated developer delivery, a 54% lead time reduction, and a 33% improvement in user story quality. Highlighting the power of strategically harnessing the technology. The challenge is also the solution.

                  As the world of GenAI transitions from Wild West to civilised modernity, businesses are going to have to get smart about how they look for commercial value. Often, the solution lies in GenAI itself. So, get started, and get started now. And in the immortal words of Clint Eastwood’s Blondie: “Two hundred thousand dollars is a lot of money. We’re gonna have to earn it.”

                  To learn more about how CI&T can help your business commercialise GenAI, download The Future of Finance: How AI is powering the intelligence era here.

                  • Artificial Intelligence in FinTech

                  Author

                  Bharat Mistry

                  Published

                  9 January 2025

                  Estimated Read time

                  5Mins

                  Bharat Mistry, Director – Product Management at Trend Micro, on why attack surfaces are more difficult to mange than ever and the need for greater Cybersecurity controls to tackle the problem

                  Some surprising news emerged in mid-December. A Freedom of Information request sent to the Financial Conduct Authority (FCA) revealed that the number of c

                  Cybersecurity attacks reported to the regulator by large financial institutions fell 53% from the previous year. Reported data breaches also fell, by 29%. While welcome news, there are some big caveats.

                  The fall in reports could signify attacks are getting more sophisticated and harder to spot. The reporting periods also didn’t quite align, meaning two-and-a-half months of possible regulatory reports weren’t included in 2024’s figures. In fact, we’re seeing attacks and breaches at financial services industry (FSI) firms surging. In line with these organisations ramping up investment in digital transformation and IT modernisation projects.

                  Threat actors are grasping the opportunity with both hands. To keep them at bay, IT and cybersecurity leaders in the sector may need to rethink their approach to cyber risk management.

                  Cybersecurity controls are urgently required

                  Digital transformation is on an inexorable path. Driven by customer demand for seamless cross-channel experiences, and the quest for more streamlined business processes and productivity gains. Cloud adoption, mobile and app-centric services, remote workforces, and expansive supply chains are the result. However, this rapid change comes at a price. Research warns that half (49%) of global FSI leaders believe their attack surface is spiralling out of control.

                  Put simply, the ‘attack surface’ is the total expanse of all the IT and OT systems in a business that could theoretically be hacked. It includes everything from on-premises desktops and servers to cloud containers and even employees. Vulnerabilities and misconfigurations across these systems and services are inevitable. And the more assets there are, the more chance there is that a determined threat actor will find a weakness. This allows them to compromise the corporate network or a critical cloud account.

                  Heeding the warning

                  The likelihood of them doing so is increasing all the time. Not just because the typical FSI attack surface is increasing, but also because cybercriminals and nation-state operatives are getting better at using AI to their advantage. The National Cyber Security Centre (NCSC) warned back in January 2024 that AI “will almost certainly increase the volume and heighten the impact of cyber-attacks over the next two years”. It’s right. Generative AI in particular lowers the bar for budding threat actors by enabling them to create highly effective social engineering campaigns. And perform reconnaissance at scale to find weaknesses in organisations’ attack surfaces. In some cases, these weaknesses may exist in AI tools brought in by workers themselves. One report claims over a third of firms are struggling with shadow AI.

                  Our adversaries are also aided by the sheer complexity and interconnectivity of modern digital environments. APIs, microservices and third-party integrations -including frequently buggy or downright malicious open source components – expand the attack surface yet further.

                  Why it’s time for change

                  Managing risk across these environments should be a priority for obvious financial and reputational reasons. Open Banking rules and the growth of FinTech have made it easier for dissatisfied customers to jump ship. Furthermore, providing more options for those looking for a new provider. A serious breach could be the catalyst for a mass exodus. It’s also expensive in other ways. FSI is the second-top sector overall in terms of the average cost of a data breach. This is estimated to be over $6m per incident, assuming no more than 113,000 records are compromised.

                  However, there’s increasingly a regulatory imperative for FSI firms to rethink their Cybersecurity strategy. Any operating in the EU now has to comply with a rigorous new set of requirements in the EU Digital Operational Resilience Act (DORA). From January 1, 2025, those in the UK deemed to be critical third parties (CTPs) will be required to put in place a number of “technology and cyber risk management and operational resilience measures”.

                  A new mindset

                  So what does this mean in practice? Modern technology environments are dynamic, with new assets appearing and disappearing. Furthermore, new vulnerabilities are emerging and fresh misconfigurations surfacing on a daily or even hourly basis. Managing risk across this vast, incredibly volatile and highly distributed environment requires a new approach. Traditional perimeter defences are no longer sufficient.

                  Instead, FSI firms need continuous monitoring of risk across their entire attack surface. From endpoints and networks to servers and cloud workloads. Ideally, such a platform will flag areas of concern and either suggest improvements or automatically remediate. It could be something as simple as changing an insecure password, or patching a critical vulnerability newly published by a key vendor. This is the way to build resilience for the long term.

                  But there’s more. Some threats will always sneak through corporate defences. That’s why it’s also vital to expand security operations capabilities with AI-driven analytics and cross-layer detection and response (XDR). The goal is to correlate threat data across multiple layers and automatically prioritise alerts for stretched analyst teams. Robust incident response processes are also key here, to ensure no time is wasted in containing the threat and minimising any damage caused.

                  More broadly, it’s about fostering a culture of cyber resilience. Continuous improvement, proactive defence, and a willingness to adapt are ingrained in the corporate mindset. More Cybersecurity regulations are promised by the government in 2025. The clock’s ticking.

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  8 January 2025

                  Estimated Read time

                  4Mins

                  Industry thought leaders from Marqeta, the global modern card issuing platform, offer a detailed outlook of the fintech industry for 2025, with predictions around personalisation, digitalisation and the evolving regulatory landscape

                  Payments will turn fully personal, with tailored credit, rewards, and BNPL at scale in 2025

                  In my opinion, a major global payment trend of 2024 has been hyper-personalisation. A new generation of customers is driving a shift toward personalisation at scale, expecting their FinTech services to be unique and tailored to individual needs. Modern consumers want a future where financial services integrate seamlessly into their digital lives and keep pace with their evolving needs. 

                  As a result, we are seeing trends, such as personalised credit offerings and rewards booming. In an industry with increasingly low consumer loyalty, brands and financial institutions must go beyond traditional interactions with FinTech. For example, the recent Marqeta State of Credit report found that of UK consumers who use more than one credit card, 43% confirmed that they would use a credit card more frequently if better rewards were offered. By moving to a dynamic, rather than set rewards structure, consumers can earn benefits tailored to their spending habits and preferences in real time. 

                  Increasingly with innovations like Buy Now Pay Later (BNPL), consumers are guided to credit options specifically suited to them and their needs. In 2025, we will increasingly see personalised BNPL payment plan options being offered in real time. Often within existing payment apps and products we already use daily. We are also seeing B2B payments emerging as a strong trend. Ensuring gig workers, sellers and partners get paid efficiently while offering robust expense management and financing. I anticipate we’ll see more demand for innovative B2B payment solutions that enable seamless money management across 2025.    

                  Marcin Glogowski, SVP Managing Director for Europe and UK CEO

                  2025 will be a year of rapid innovation in financial services  

                  In today’s digital-first world, traditional payment infrastructure is no longer enough to keep up with the demands of consumers. The front door of a bank is now an app, digital wallet usage is increasing. New, flexible services have a growing prevalence on the market. In 2025 and beyond, customers will continue to drive a shift toward modern services which keep up with the rate of digital and mobile innovation.

                  The ramifications of changing consumer trends could lead to the traditional roles of banks, such as ATMs and as physical branches, disappearing. To ensure continued customer loyalty, all financial service providers will be forced to innovate and offer consumers the embedded, seamless and instantaneous services that they desire. 

                  Consequently, across 2025, we are likely to see new technology and solutions being offered to reduce unnecessary friction for consumers trying to pay and get paid. We are already seeing increased demand for Accelerated Wage Access (AWA). A Marqeta study shows that 74% of gig workers ages 18-34 would be interested in an employer who offered an option to get paid immediately. As businesses and workers grow tired of cash flow restrictions and having to wait for monthly pay slips in an otherwise instant, digital world. As new services evolve, competition in Fintech will be enhanced and the financial industry will be forced to grow and evolve. 

                  Nicholas Holt, Head of Solutions and Delivery, Europe

                  Proactive compliance strategies will lay the foundation for fintech in 2025

                  With banking and FinTech partnerships under increasing regulatory scrutiny, the stakes around compliance have never been higher. In this environment, Fintechs can no longer afford a reactive approach to compliance. Instead, they should adopt proactive compliance strategies that go beyond simply seeking to avoid fines and that are embedded into the everyday makeup of their culture and product strategies, helping to build trust, ensure stability, and foster sustainable growth. 

                  At Marqeta, we’re committed to embedding compliance into our company’s culture, helping to mitigate risks and create a foundation for long-term success for us and our customers. Proactive compliance strategies allow organisations to leverage advanced tools and position themselves to adapt to shifting regulatory demands while showcasing a genuine commitment to transparency. 

                  Alan Carlisle, Chief Compliance Officer

                  • Cybersecurity in FinTech
                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  7 January 2025

                  Estimated Read time

                  5Mins

                  Alex Mifsud, CEO of Embedded Finance platform Weavr, on the outlook for Banking-as-a-Service (BaaS)

                  If any FinTech trend is painfully making its way through the archetypical Gartner hype cycle, it is Banking-as-a-Service or BaaS. At its core, BaaS is an API-driven platform enabling third-parties to develop financial products that make use of the banking and payments capabilities, and the regulatory permissions, of financial institutions that offer it.

                  This means non-regulated businesses can, in effect, make financial services available to customers without having a banking or financial licence themselves. The bank gets to monetise their licence efficiently, while FinTechs bring ingenuity, market insight and usually, superior digital experiences to customers. It sounds wonderful in concept, but the reality is far more complex. The recent collapse of Synapse, a prominent BaaS provider, as well as the sheer number of regulator interventions across many developed world economies, has highlighted critical vulnerabilities in the BaaS model.

                  The BaaS Model

                  While no one, including regulators, seems to be denying the opportunity to create customer value, it is increasingly evident that the BaaS model as it has developed over the past five years will not survive in its present form. There are several evolutionary directions that are being talked about for BaaS, even if not yet established. Here, I would like to present a specific variant. The European regulatory model not only makes this possible, but also presents a strong win-win opportunity for banks to collaborate with non-bank financial institutions like e-money institutions and payment institutions (I’ll use the acronym “EMI” to mean either of these). In this model, banks get access to the benefits of BaaS with minimal exposure to the now-better-understood risks. Moreover, EMIs get access to the powerful capabilities and economics that are the sole preserve of banks as deposit-taking institutions.

                  These collaborations – in effect, a multi-tier approach to BaaS – should offer safer exposure to Embedded Finance for banks. And richer capabilities available to embedders, and ultimately, end-customers.

                  Antipattern Matching

                  Recent announcements that Clearbank, a digitally-savvy clearing bank now promoting itself as an embedded finance platform, has hit profitability is a welcome tonic to investors despairing of the stream of bad news hitting BaaS players in the US and Europe. Even JP Morgan, one of the most respected global banks, has shown that size is no obstacle to ambitious, or even radical, innovation, as it also offers Embedded Finance. And at the other end of the size scale, Griffin announced earlier this year that, having secured a banking licence specifically to offer BaaS and embedded finance, it is now ready to start operating.

                  In the face of the mentioned challenges that EMI BaaS players have faced with regulators in Europe, some in the investment community have been proclaiming that, to do BaaS effectively, a financial institution needs to have a banking licence. An e-money or payment institution licence simply won’t cut it.

                  While such pattern matching and extrapolation is understandable, it is not necessarily correct, so let’s look at an alternative view: both EMIs and banks are viable financial institutions to support Embedded Finance, but each have strengths and weaknesses. Better still, by working together in a multi-tiered configuration, each type of financial institution can play to its strengths enabling the combination to deliver high capability, highly adaptive delivery models of Embedded Finance.

                  Banks doing Embedded Finance

                  While a banking licence does confer specific advantages – mainly, that deposit-taking provides one of the most attractive financing models for financial institutions to raise funds for lending – there are also disadvantages to being a bank compared to being an EMI. In the UK, for instance, banks need to hold more capital than EMIs, and perhaps more importantly, banks are supervised by both the Financial Conduct Authority (FCA) and the Prudential Regulatory Authority (PRA), the latter of which does not supervise EMIs.

                  Navigating innovative operating models like Embedded Finance with two regulators can create greater risk aversion and therefore slow down or even discourage the experimentation that is required to find the right risk-value formula that works. We know from recent experience that getting the balance right between great customer value and sustainable compliant operations can be a delicate balance.

                  The Benefits

                  One way to square the circle is for banks to provide wholesale financial services to EMIs which then serve end customers on their own licences in turn. While this doesn’t completely insulate the bank from censure in the event that the rules are broken – for instance, if money laundering occurs – it does place the biggest share of the burden of the customer on-boarding and monitoring compliance on the EMI. Given that EMIs were created initially to support money-related activities for a digital world, it may be easier for them by working with a single regulator to achieve the right balance. It also allows large banks with cumbersome on-boarding processes designed for large corporations to get access, via the EMI, to a community of small and medium sized business customers that, in aggregate, represent meaningful business volumes for the bank.

                  There is a strong win-win in this kind of bank-EMI collaboration, especially for banks which are used to dealing with other financial institutions as customers. EMIs, in turn, can source a range of wholesale financial services from multiple banks: foreign exchange from one, and lending capacity from one or more others.

                  A New Pattern: Multi-Tiered Banking with BaaS

                  The future of BaaS lies in collaboration. A multi-tiered banking model allows institutions to combine their strengths strategically. Such a model not only optimises the use of resources but also enhances the value proposition of BaaS by incorporating the strengths of various financial entities. EMIs, with their ability to offer commercial cards, credit lines, and foreign exchange services, reduce the risk for larger institutions and open doors for broader innovation.

                  • Embedded Finance

                  Author

                  Simon James

                  Published

                  6 January 2025

                  Estimated Read time

                  5Mins

                  Simon James, CEO of PayComplete, on why 2024 was a pivotal moment for cash and what the future holds

                  After several years of doom and gloom and many proclaiming the death of cash, the last 12 months have well and truly put that idea to bed. Despite many expecting the COVID pandemic to be the last nail in the coffin, four years later, cash is still in widespread use. The future looks bright. Recent figures from the British Retail Consortium (BRC) underscore the story of 2024… Cash is no longer on the way out and is set to remain a critical part of the payment ecosystem and economy for the foreseeable future.

                  What happened with cash?

                  The resilience and ongoing importance of cash to payments, finance, and the economy is down to two factors. Firstly, it’s clear now that consumers care. Recent research from PayComplete’s ‘Why won’t cash just die?!’ report found 89% of consumers view the ability to pay in cash as important to customer satisfaction. More importantly, when it is removed as a payment option, only 26% of consumers comply. Meanwhile, an even larger group (36%) vote with their feet and walk away without making a purchase.

                  It’s not just customer experience that’s impacted by the absence of cash as a payment option. Brand perception also suffers. Research findings discovered nearly half (47%) of consumers believe organisations that don’t accept it are putting profits ahead of customer satisfaction. Moreover, when denied the opportunity to pay in cash, respondents felt a range of emotions, including inconvenience (54%), outright annoyance (52%) and, for those who walked out without making a purchase, anger (16%). Failure to offer this payment choice is a big risk for businesses. It can negatively impact customer satisfaction, brand reputation, and lead to outright anger from customers.

                  However, the value consumers place on cash goes beyond it being a way of completing a transaction. It is also seen as critical to supporting local communities. Interestingly, the research found 65% of consumers know card payments incur charges for businesses, resulting in nearly a quarter (22%) actively choosing to pay in cash instead. In fact, over half (57%) of consumers want to help businesses save money by paying in cash, which jumps to 71% for small businesses, tipping, and personal services. Paying with cash, therefore, is not simply a way of transacting with a company. For many shoppers, it’s a sign of support.

                  Regulators and lawmakers protect cash

                  However, consumers continuing to care is only part of the story. Furthermore, an important factor has been the steps regulators and governments have taken to protect access to cash. In the UK, 2024 was the year that the FCA’s Access to Cash came into force. This made it a legal requirement for banks and building societies across the UK to provide a minimum level of access to cash. Across the pond, similar measures have been taken by Connecticut, Massachusetts, Colorado and Tennessee as US states move to enshrine access to cash into law. With lawmakers realising its importance, and creating regulations to protect access to it, the long-term future of cash is now secure.

                  What does it all mean?

                  2024 has been a watershed year for cash and its future. No longer are there debates and discussions about a cashless society. Instead, it is here to stay, and, with that certainty, it makes it far easier for businesses to plan for their own future. Businesses waiting to see what would happen with cash before deciding if it was part of their future now have a conclusive answer and can plan accordingly. Moreover, those who have already taken steps to move towards a cashless future will need to reverse course or risk facing consumer wrath.

                  The rise of CashTech

                  The good news for businesses is that cash management and handling technology hasn’t stood still these past few years. There is a combination of smart hardware and software to finally unify management, processing, and handling. CashTech is a new set of solutions that make it quicker, easier, and more efficient than ever before for businesses to handle cash. Combining hardware and software, CashTech solutions enable enterprises to digitise their handling. Making it easy to assess business-critical areas like cash flow management and better support accounting and business management processes. By automating handling, businesses can also avoid the unnecessary costs of discrepancies and inefficiencies from manual processes.

                  In the coming years, when we look back on 2024, we will see it as the year the future for cash was confirmed. Talk of a cashless future and the death of hard currency was wide of the mark. While cash may not usurp debit and credit card payments, neither will they bring about its end. With the future now clear, it’s time for businesses to adopt CashTech in 2025 and turn inefficient processes into a game-changing competitive advantage.

                  About PayComplete

                  PayComplete is the global leader in cash management solutions, combining bleeding edge hardware solutions with game changing software, unifying cash management with other key payments and operational systems. Dedicated to innovating self-service experiences and operations for both consumers and employees, The PayComplete IoT platform is made up of an adaptable set of SaaS and machine software, intelligent devices, and professional, technical and merchant services. PayComplete Connect unifies the management of transactions, users, devices, and data across the enterprise, bringing digital precision to cash transactions and systems. PayComplete serves a broad range of industries, including retail, transportation, financial services, vending, cash centers, mints and more.Industry leaders, work with PayComplete to make their cash transaction-based businesses more innovative, agile, and efficient.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  3 January 2025

                  Estimated Read time

                  4Mins

                  Glenn Fratangelo, Head of Fraud Product Marketing & Strategy at NICE Actimize, on financial services fraud prevention in 2025.

                  2024 marked a turning point in financial crime management with the advent of Generative AI (GenAI). McKinsey estimates GenAI could add a staggering $200-340 billion in annual value to the global banking sector. A potential revenue boost of 2.8 to 4.7%. This underscores the transformative potential of GenAI. IT IS rapidly evolving from a futuristic concept to a powerful tool in the fight against financial crime. However, 2024 was just the prelude. 2025 promises to be the year GenAI truly comes into its own. Unlocking transformative capabilities in combating increasingly sophisticated threats. 

                  This evolution is not merely desirable, it is essential. The Office of National Statistics (ONS) reported a concerning 19% year-over-year increase in UK consumer and retail fraud incidents in 2024, reaching approximately 3.6 million. This stark reality underscores the urgent need for financial institutions (FIs) and banks to bolster their defences against financial crime. In 2025, leveraging the power of GenAI is no longer a luxury, but a necessity for protecting customers and safeguarding the financial ecosystem. 

                  The evolving GenAI-powered fraud landscape

                  Fraudsters have embraced GenAI as a potent weapon in their arsenal. This technology’s ability to create realistic fakes, automate attacks and mimic customers creates a significant threat to the financial landscape.

                  Deepfake technology has become a particularly insidious tool. By generating highly realistic voice and facial fakes, fraudsters can bypass remote verification processes with ease. This opens doors to unauthorised access to sensitive information, enabling account takeovers and other fraudulent activities.  

                  In addition, the rise of synthetic identities further complicates the challenge. By blending real and fabricated data, fraudsters can create personas that seamlessly infiltrate legitimate customer profiles. These synthetic identities are extremely difficult to detect, as they appear indistinguishable from genuine customers. Making it challenging for institutions to differentiate between legitimate and fraudulent activities.

                  Phishing scams have also undergone a dramatic evolution, becoming more sophisticated and personalised. AI-driven techniques allow fraudsters to craft personalised, convincing emails that mimic legitimate communications, resulting in significant data breaches.

                  Harnessing GenAI

                  GenAI is being used by criminals – presenting a significant challenge in the realm of fraud. It requires advanced AI capabilities such as real-time behavior analytics that use machine learning to continuously analyse all entity interaction and transaction patterns. This can identify subtle deviations from a customer’s typical behaviour. It allows for initiative-taking and the flagging of suspicious activity before any damage occurs. Moreover, providing a significant advantage over traditional, rigid rule-based systems that often fail to detect nuanced threats.

                  Fraud simulation and stress testing using GenAI can also empower institutions to proactively assess the resilience of their systems. By simulating potential fraud scenarios, financial institutions can identify vulnerabilities and train detection models to recognise emerging tactics. Furthermore, this proactive preparation ensures that defences remain ahead of fraudsters’ evolving methods, creating a more robust and adaptable security infrastructure.

                  Low volume high value fraud, such as BEC or other large value account to account transfers usually lack the quantity of data needed to optimise models. GenAI can address this by creating synthetic data that mimics real-world scenarios. This approach significantly improves the accuracy and robustness of detection models, making them more effective against new and unforeseen threats.

                  GenAI has the potential to transform the investigation process by automating tasks such as generating alerts and case summaries, as well as SAR narratives. This automation not only minimises errors but also frees analysts from mundane tasks, allowing them to focus on higher-value activities. The result is a significantly accelerated financial crime investigation process, enabling institutions to respond to threats with greater speed and efficiency.

                  The battle against fraud in 2025 and beyond

                  The battle against financial fraud in 2025 and beyond is an undeniable arms race. Fraudsters, wielding generative AI as their weapon, will relentlessly seek to exploit vulnerabilities. To counter this evolving threat, financial institutions must embrace AI to outmanoeuvre fraudsters and proactively protect their customers.

                  The future of fraud and financial crime prevention hinges on our ability to innovate and adapt. Institutions that view GenAI not just as a challenge, but as an opportunity, will emerge as leaders in this fight. AI is a force multiplier for institutions striving to combat fraud and financial crime, empowering them with smarter, faster, and more adaptive defences, we can create a more secure and trustworthy financial ecosystem. The choice to innovate in the face of adversity will define the path forward and shape the future.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  2 January 2025

                  Estimated Read time

                  5Mins

                  Martin Greenfield, CEO of Quod Orbis, on a troubling paradox within the cybersecurity landscape: despite substantial investments in security infrastructure, confidence levels and actual capabilities remain worryingly misaligned.

                  Financial institutions face concrete regulatory pressure on Cybersecurity with the European Union’s Digital Operational Resilience Act (DORA) coming into force in February. This landmark regulation demands robust ICT risk management and comprehensive security monitoring. Currently, many organisations continue to rely on disparate tools and spreadsheets that may leave them vulnerable to sophisticated threats. These include AI-powered deep fakes and targeted spear phishing campaigns.

                  This challenge transcends the financial sector as organisations across all industries face mounting pressure to demonstrate both security effectiveness and regulatory compliance. Our research reveals a stark reality. Organisations typically maintain an average of 19 security solutions per team. However, a surprising 41% still cite insufficient technology as the primary obstacle to maintaining a robust security posture.

                  This misalignment points to a fundamental issue. Organisations must recognise effective cybersecurity isn’t achieved through quantity of tools, but through strategic selection of the right solutions. Furthermore, perhaps most concerning is the false sense of security prevalent among IT decision-makers. While 93% express confidence in their infrastructure visibility tools, an alarming 95% acknowledge difficulties in accessing specific digital assets over the past year. This creates dangerous blind spots leaving organisations exposed to both security breaches and compliance shortfalls.

                  Understanding the Cybersecurity challenge

                  Today’s enterprise infrastructure resembles a tapestry of critical assets, connections and endpoints. To put this complexity into perspective: IT teams now manage an average of 31 endpoints per person across their organisation. For a company of 1,000 employees, this translates to more than 30,000 devices requiring constant monitoring and protection. This challenge intensifies with the widespread adoption of cloud services, hybrid working arrangements and an ever-growing ecosystem of connected devices.

                  Scale amplifies these difficulties markedly. Our research reveals organisations with more than 1,250 employees demonstrate the lowest confidence in their existing tools (88%) and face the greatest challenges in accessing critical assets (97%). Moreover, these larger enterprises typically wrestle with an unwieldy combination of legacy systems, bespoke solutions and modern platforms. This results in notably lower visibility rates (79%) compared to their smaller counterparts.

                  Perhaps most revealing is the stark confidence gap between technical and compliance teams. While 94% of information security directors express confidence in their system visibility, merely 66% of compliance directors share this outlook. This disparity exposes a crucial misalignment between technical capabilities and compliance requirements. One that poses serious operational risks as regulatory frameworks increasingly demand continuous monitoring. Organisations clinging to manual compliance processes face an unstable burden. Teams are stretched thin handling routine tasks while regulations grow more complex. Embracing automated technologies to handle routine monitoring requirements will allow compliance teams to pivot from being reactive box-checkers to strategic risk managers.

                  Moving from reaction to prevention

                  The impulse to combat emerging threats by rapidly acquiring new security solutions has led many organisations to create sprawling, inefficient systems. These often compound the very problems they aim to solve.

                  This reactive approach has trapped organisations in a costly cycle of diminishing returns. Despite substantial technology investments, nearly 40% of firms report a troubling lack of actionable intelligence, while 37% struggle with budget limitations. This paradox is increasingly drawing board-level scrutiny. And rightfully so. After years of approving emergency technology purchases to plug cybersecurity gaps, boards are now questioning the value of new investments. Furthermore, tthis creates a dangerous stalemate: organisations need smarter, not just more, technology investment.

                  However, a more strategic approach is gaining traction through integrated system monitoring platforms. These comprehensive solutions unite previously disconnected tools under a single dashboard. This can offer real-time visibility across the entire cybersecurity landscape. This unified approach enables teams to identify and address vulnerabilities before they evolve into security incidents. A capability that resonates with the 82% of organisations who recognise enhanced visibility would substantially strengthen their cybersecurity posture.

                  It’s encouraging that 72% of IT teams have secured increased budgets over the past three years. However, the path forward requires more than mere financial investment. Organisations must shift from reactive spending to strategic deployment. Although this presents its own challenge: convincing board members that additional tooling represents an investment in comprehensive visibility rather than merely plugging security gaps.

                  The path forward

                  The transformation from fragmented security to comprehensive oversight demands more than technological upgrades. It requires a fundamental reimagining of how organisations approach cybersecurity monitoring and compliance.

                  The advantages of this strategic shift are compelling and quantifiable. Our analysis reveals security teams anticipate multiple efficiency gains: 38% expect automation to streamline document creation, 37% foresee improved board pack preparation, and 36% anticipate dedicating more time to strategic security assessments. Perhaps most significantly, 35% predict a reduction in human error alongside enhanced data accuracy. The efficiency gains are substantial. Teams could reclaim up to 60 hours annually per member on board reporting alone, time better invested in strategic security initiatives.

                  With regulatory frameworks growing increasingly sophisticated across sectors, including the forthcoming DORA regulation, maintaining current practices is no longer viable. The disparity between perceived and actual security capabilities poses a tangible risk that organisations must address proactively.

                  About Quod Orbis

                  Quod Orbis is the single source of truth across security, risk and compliance, providing an orchestration layer for the entire tech stack whether in the cloud, on-premise, legacy or bespoke. Founded in 2018, Quod Orbis became part of Dedagroup, one of the leading Italian IT players, in 2024.

                  A pioneer in Continuous Controls Monitoring (CCM), Quod Orbis provides complete and constant visibility into a company’s cybersecurity, compliance and risk posture. Quod Orbis’ ability to connect with every piece of technology within a business, unrivalled automation capabilities and continual support enables the company to serve a global client base across a wide variety of industries.

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  20 December 2024

                  Estimated Read time

                  3Mins

                  ‘FlyEasy’ parametric cover is now available on Zurich Indonesia’s Travel Product: offering real-time lounge access for delayed flights

                  Blink Parametric, in partnership with Zurich, has launched flight disruption assistance solution ‘FlyEasy’. Coverage is on the Zurich Indonesia direct channel via the Zurich Edge platform. Leveraging parametric technology, the proposition has been designed to instantly activate coverage benefits upon confirmation of a flight delay. This seamless, fully-digital approach provides ultimate convenience to customers, relieving them of traditional claims processes and allowing them to enjoy their travels with greater peace of mind.

                  The expansion is part of the agreement signed in January 2024. The award-winning flight delay solution can now be offered to Zurich’s customers across Asia Pacific via the Zurich Edge Platform.

                  Zurich Asia Pacific Network

                  This integration is the second rollout this year under the framework agreement to offer Blink Parametric solutions to Zurich Asia Pacific network partners and customers across Singapore, Hong Kong, Malaysia, Indonesia and Japan. The first was with Singapore-based OTA Klook in March.

                  Once a customer registers their flight details pre-travel, Blink Parametric monitors that flight in real-time. Also, in the event of a flight delay of two-hours, the customer will automatically be offered real-time assistance of complimentary access to a VIP airport lounge. The lounge pass will have extended validity with a shelf-life of six-months if not used on the day of disruption. The benefit will be applicable for single trip and annual multi-trip executive and premier international travel plan insurance customers. No claims filing or application processing is required.

                  Sukma Darman, Head of Digital, Zurich Indonesia commented, “One of Zurich Edge’s key objectives is to bring a fresh perspective on insurance to our partners and customers. We can then deliver personalised, customer-centric solutions using next-gen technology. Blink Parametric have helped us to achieve successful travel insurance integrations for the Asia Pacific region throughout this year. This includes delivery of innovative real-time assistance for our valued customers when they need us.”

                  “This latest Zurich Indonesia integration coincides directly with our strategic move to further expand and support our business development and partner activities across the APAC region,” says Richard Pollard, Director of Strategic Accounts, Blink Parametric. “Furthermore, our work with the Zurich team this year has been significant, with two successful launches to date. It’s now possible for Zurich partners to tap into the Zurich Edge platform and deploy our real-time travel assistance solution under the FlyEasy brand with speed and efficiency. Exactly how it should be!”

                  Blink Parametric is recognised as one of the most innovative and successful providers of travel InsurTech solutions to insurers world-wide. It offers real-time assistance and service choices to travellers impacted by flight disruption events. Blink Parametric travel solutions are fully customisable and designed to deliver operational efficiency. Moreover, processing high frequency, low value travel insurance claims when the traveller needs immediate real-time claim resolution.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  19 December 2024

                  Estimated Read time

                  5Mins

                  Benjamin Avraham, CEO and Founder at Okoora – the creators of Automated Business Currency Management, on Embedded Finance in global trade and the challenges of FX risk in global expansion

                  Embedded Finance is rapidly emerging as a transformative force in cross-border payments, reshaping how businesses handle transactions across borders. By making payments more efficient and accessible, it is becoming a key tool for companies navigating the complexities of global trade. While the concept isn’t entirely new, its adoption has accelerated, with the sector projected to generate an estimated $230 billion in revenue by 2025.

                  • Embedded Finance is poised to reshape cross-border payments. It offers innovative solutions to address inefficiencies and create experiences with reduced friction for businesses and consumers alike. 
                  • A key trend is the integration of multi-currency wallets. These enable real-time currency conversion and support localised payment methods tailored to specific regions. This not only reduces transaction delays but also enhances accessibility for global users. At the same time, embedded risk management tools are gaining traction. These provide businesses with automated FX hedging options and predictive analytics to better manage currency volatility.
                  • Super apps with embedded cross-border capabilities are becoming more prevalent. These offer all-in-one solutions for payments, investments, and FX management. These apps are especially impactful in promoting financial inclusion, allowing underserved markets to access cross-border payment systems with ease. 

                  The Challenge of FX Risk in Global Expansion

                  For businesses aiming to expand globally and remain competitive, understanding and managing foreign exchange (FX) risk is paramount. Currency volatility, intricate markets, and hidden costs remain significant hurdles for companies operating internationally. Moreover, the solution lies in leveraging embedded currency risk management, which integrates FX tools directly into business workflows to streamline and mitigate these challenges.

                  Historically, small and medium-sized businesses (SMBs) have relied on traditional banks for cross-border payment services. However, slow, opaque, and cumbersome banking processes often fail to meet the modern demands for a frictionless experience. SMBs today require more than just service providers—they need trusted partners who truly understand their unique needs and can deliver tailored solutions. Embedded Finance levels the playing field by giving SMBs access to financial tools previously reserved for larger corporations, empowering them to compete effectively in global trade.

                  On a parallel track, larger players such as payment institutions, corporates, and banks are increasingly recognizing the potential of embedded finance to unlock new market opportunities and enhance the financial ecosystem. According to a recent report by Publicis Salient, embedded finance revenues are expected to grow by 40% annually in the coming years, underlining its critical role in the evolution of global financial services. This is encouraging organizations without in-house capabilities to actively seek partnerships with fintech providers to deliver integrated, relevant, and accessible financial services, while also creating new revenue streams.

                  Key features of Embedded Finance for Cross-Border Transactions

                  As businesses continue to navigate the complexities of cross-border transactions, Embedded Finance offers an array of powerful features that streamline processes, enhance efficiency, and mitigate risks. By integrating financial tools directly into business systems, companies can improve operations, reduce costs, and gain greater control over their international payments and currency management.

                  Below are the key features that make Embedded Finance a game-changer for businesses engaged in global trade:

                  Streamlining Payments

                  Frictionless Transactions: Embedded finance integrates payment processing directly into business systems, enabling businesses to send and receive funds across borders without needing separate third-party platforms.

                  Localised Payment Methods: It supports local payment systems, ensuring businesses can transact with customers and partners in their preferred currencies and payment formats.

                  FX Risk Management

                  Automated Hedging: Embedded tools can automatically hedge against currency fluctuations, reducing financial exposure and safeguarding profit margins.

                  Predictive Analytics: Advanced analytics help businesses anticipate and respond to currency market threats and opportunities.

                  Reducing Costs & Delays

                  Lower Fees: By bypassing traditional banking intermediaries, embedded finance platforms often reduce transaction costs.

                  Faster Settlements: Transactions are processed more quickly, enabling businesses to manage cash flow and working capital more efficiently.

                  Enhancing Transparency

                  Clearer Pricing: Embedded finance platforms provide real-time insights into exchange rates and transaction costs, ensuring businesses have full visibility into cross-border payment processes.

                  Regulatory Compliance: Built-in compliance tools streamline adherence to local regulations, reducing administrative burdens and risks of non-compliance.

                  Access to Financing

                  Embedded Credit & Loans: Businesses can access trade financing or working capital loans directly within platforms, supporting growth and smoothing cash flow challenges during cross-border trade.

                  Supply Chain Support: Financing solutions embedded in procurement platforms help businesses manage large international purchases with ease.

                  Simplifying Tax & Regulatory Compliance

                  Automated Tax Calculations: Embedded tools help businesses calculate duties, taxes, and other levies for cross-border transactions.

                  Built-in Compliance Checks: Solutions automatically ensure compliance with local and international regulations, saving time and reducing risks.

                  The road ahead for Embedded Finance

                  The evolution of embedded finance holds the potential to unlock new market opportunities and enhance the global financial ecosystem. Through strong collaboration among fintech companies, regulators, and technology providers, the industry can pave the way for embedded finance to deliver  highly relevant financial services in an accessible manner to  meet the needs of businesses globally.

                  About Okoora

                  Okoora is a leading fintech provider, offering businesses worldwide the financial infrastructure needed to scale their international operations. Recognized by CNBC and Statista as one of the world’s top 250 fintechs, the company’s automated platform, API, and embedded finance solutions empower businesses to collect and send payments, manage multi-currency accounts, and hedge FX risks. Okoora enables seamless operations in over 100 currencies and 180 countries.

                  • Embedded Finance

                  Author

                  Nick Merritt

                  Published

                  18 December 2024

                  Estimated Read time

                  4Mins

                  Nick Merritt, Executive Director at Designit, on six developments shaping the future of banking in 2025

                  Retail banks are entering 2025 with a heady mix of ambition and trepidation. A bewildering blend of technological wizardry and ever-shifting customer expectations has forced banks into a relentless cycle of adaptation. To stay ahead, six key areas are emerging as the lodestars guiding their strategies for the coming year.

                  Digital Transformation and Automation – Predicting Your Needs Before You Have Them

                  Imagine a world where banks predict your needs before you’ve even realised them. From AI-driven chatbots that never sleep to robo-advisors whispering bespoke investment tips into your ear, automation is rewriting the rulebook on customer interaction. But the magic isn’t confined to the shiny front-end; back-office systems are also getting a makeover. Robotic Process Automation (RPA) is busy in the engine room, banishing inefficiencies and sidestepping human error with quiet efficiency.

                  And then there’s the matter of personalisation—a concept that banks are finally treating as more than a marketing buzzword. Armed with advanced data analytics, banks are no longer just responding to customer needs—they’re predicting them. Pre-approved loans or a savings plan tailored to your Friday night wine habit? No problem.

                  Cybersecurity: Evolving as Fast as the Threats

                  With this digital power comes a greater need for vigilance. Cybercriminals are evolving just as quickly, turning cybersecurity into a battlefield. AI-driven fraud detection tools now scan for anomalies with hawk-like precision, while biometric authentication methods—fingerprints, faces, even voices—transform our bodies into passwords.

                  Cyber resilience has become essential, ensuring banks bounce back swiftly from attacks. Trust, in banking as in life, remains hard-won and easily lost.

                  Sustainability: ESG as a Competitive Advantage

                  Environmental, Social, and Governance (ESG) criteria have transitioned from being a footnote to taking centre stage. Customers are no longer content with bland promises of responsibility—they’re demanding action. Enter green loans with their tempting interest rates, ESG investment funds that let you save the planet while saving for retirement, and carbon-neutral pledges that make you feel virtuous about your overdraft.

                  It’s not just a moral imperative; it’s good business sense. In a world increasingly attuned to sustainability, ESG is a differentiator. Banks that can convincingly wear the green badge of honour are more likely to attract eco-savvy customers and forward-thinking investors alike.

                  Embedded Finance & Partnership Models

                  Embedded Finance might sound like jargon, but it’s quietly reshaping how we interact with money. Why go to a bank when the bank can come to you—disguised as a “Buy Now, Pay Later” button on your favourite shopping app or as a seamless payment option in your rideshare app? Banks are waking up to the fact that ecosystems, not high-street branches, are where the action is.

                  Partnerships with fintech firms are unlocking new avenues for growth. Whether it’s integrating loans into car dealership platforms or powering payments for subscription services, embedded finance is giving banks a chance to slip into customers’ lives in ways they barely notice—but deeply appreciate.

                  Cryptocurrencies: Cautiously Testing the Waters

                  And then there’s the crypto conundrum. Once the domain of tech evangelists and speculative investors, cryptocurrencies are elbowing their way into the mainstream. Bitcoin ETFs have made it easier for traditional investors to dip a toe into the crypto waters, while Ethereum and Ripple (XRP) are offering solutions that align with real-world banking needs.

                  Ripple’s laser focus on cross-border payments could revolutionise international money transfers, slashing costs and speeding up transactions. Ethereum’s smart contracts, meanwhile, promise to simplify complex processes like loan approvals. And Bitcoin, the poster child of the crypto world, is slowly gaining traction as a viable payment method.

                  Yet, it’s not all smooth sailing. Volatility, scalability issues, and a regulatory environment that can best be described as “uncertain” are significant hurdles. Still, with pro-crypto voices gaining ground, 2025 might just be the year retail banks cautiously dip their toes into the digital currency pool.

                  Personalisation: The Age of “Me”

                  Customers expect their banks to understand more than just account numbers; they want personalised interactions that anticipate their ambitions. Advanced analytics are turning this into reality, moving banking from transactional to relational.

                  Imagine a bank that adjusts your credit card rewards for your travel habits or nudges you toward your dream car before you even start shopping. Personalisation isn’t just a service upgrade—it’s a survival strategy.

                  Looking Ahead to 2025 and Beyond…

                  The opportunities for retail banks in 2025 are as immense as they are complex. Digital transformation is reinventing customer experiences, ESG is aligning institutions with the values of an increasingly conscientious public. Meanwhile, Embedded Finance is quietly rewriting the rules of engagement. Cryptocurrencies, for all their challenges, are becoming harder to ignore, while data-driven personalisation is making banking feel more like a partnership than a transaction.

                  For banks willing to embrace these shifts, the rewards are clear: deeper customer loyalty, stronger revenue streams, and a reputation for innovation. Standing still is no longer an option.

                  • Digital Payments
                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  17 December 2024

                  Estimated Read time

                  4Mins

                  Ripple, a leading provider of digital asset infrastructure for financial institutions, has announced Ripple USD (RLUSD) will be available on…

                  Ripple, a leading provider of digital asset infrastructure for financial institutions, has announced Ripple USD (RLUSD) will be available on global exchanges. RLUSD is an enterprise-grade, USD-denominated stablecoin. Created with trust, utility, and compliance at its core, it is backed by Ripple’s years of experience working with crypto and the existing financial system.

                  RLUSD will be initially available on Uphold, Bitso, MoonPay, Archax, and CoinMENA. Additional listings will be made on platforms such as Bullish, Bitstamp, Mercado Bitcoin, Independent Reserve, Zero Hash and others in the coming weeks. Each RLUSD token is fully backed by U.S. dollar deposits, government bonds, and cash equivalents. Designed to ensure its stability, reliability, and liquidity. To maintain the highest standards of transparency, Ripple will publish monthly, third-party attestations of RLUSD’s reserve assets, conducted by an independent auditing firm.

                  “Early on, Ripple made a deliberate choice to launch our stablecoin under the NYDFS limited purpose trust company charter. Widely regarded as the premier regulatory standard worldwide,” said Brad Garlinghouse, Ripple’s CEO. “As the U.S. moves toward clearer regulations, we expect to see greater adoption of stablecoins like RLUSD. They can offer real utility and are backed by years of trust and expertise in the industry.”

                  A Growing Ecosystem Supporting Global Adoption

                  Key RLUSD partners include leading global exchanges, market makers, and payment providers. They are set to drive adoption and usage across the Americas, Asia-Pacific, UK, and Middle East regions. RLUSD is ideal for financial use cases and allows institutions to:

                  • Facilitate instant settlement of cross-border payments.
                  • Access liquidity for remittance and treasury operations.
                  • Seamlessly integrate with decentralised finance (DeFi) protocols.
                  • Reliably bridge between traditional fiat currencies and the crypto ecosystem. Ensuring a seamless and efficient transition when entering (on-ramping) or exiting (off-ramping) the crypto space.
                  • Provide collateralisation for trading tokenised real-world assets such as commodities, securities, and treasuries onchain.

                  Early next year, Ripple Payments will use RLUSD to facilitate global payments on behalf of its enterprise customers. Ripple Payments has served $70 billion in payments volume and counting. Furthermore, it has near-global coverage with 90+ payout markets. Moreover, this represents over 90% coverage of the daily FX market. RLUSD is available on both the XRP Ledger and Ethereum blockchains, offering flexibility and scalability for a broad range of financial use cases.

                  RLUSD: Raising the standard for Stablecoins

                  Raghuram Rajan, former Governor of the Reserve Bank of India, and Kenneth Montgomery, former First Vice President and Chief Operating Officer of the Federal Reserve Bank of Boston, will join the RLUSD advisory board. They will provide strategic guidance on regulatory, financial, and operational aspects to support RLUSD’s stability and growth.

                  Rajan and Montgomery join the ranks of the existing advisory board including former Federal Deposit Insurance Corporation (FDIC) Chair Sheila Bair, Vice Chairman of Partners Capital and former CENTRE Consortium CEO David Puth, and Ripple co-founder and Executive Chairman Chris Larsen.

                  “Stablecoins could become the backbone of private payments by offering a secure, scalable, and efficient alternative to traditional systems. With its focus on compliance and reliability, RLUSD aims to establish new standards for trust and to play a pivotal role in shaping the future of payments. Joining the Advisory Board provides me an opportunity to counsel RLUSD as it embarks on its journey in the rapidly evolving financial landscape,” said Raghuram Rajan, former Governor of the Reserve Bank of India.

                  “I am excited to join Ripple’s advisory board at such a pivotal moment for digital finance,” said Kenneth Montgomery, former First VP and COO at the Federal Reserve Bank of Boston. “Stablecoins are rapidly emerging as a cornerstone of the payments landscape. They are delivering the speed, efficiency, and cost-effectiveness that traditional systems often struggle to achieve. I look forward to collaborating with the Ripple team to support the global growth and adoption of RLUSD. Unlocking new opportunities for financial inclusion and modernising the future of payments.”

                  Ripple: modernising the future of payments

                  RLUSD sets the standard for stablecoins, combining innovative functionality with the regulatory rigor and credibility of an NYDFS-issued New York limited purpose trust company. Furthermore, this highlights Ripple’s leadership in fostering trust and transparency in digital assets.

                  Ripple’s President Monica Long commented on X: “The release of RLUSD marks a new chapter – both for the XRP Ledger, as well as Ripple, for use in our $70B payments flows. Combining our 10+ years in the business; the rigour and compliance required with stablecoin issuance by a NYDFS chartered company; and an experienced Advisory Board – RLUSD is launching from day one with credibility, utility and a whole host of partners ready to support it!”

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  Estimated Read time

                  2Mins

                  FICO’s use of Blockchain for AI model governance wins Tech of the Future: Blockchain and Tokenisation award

                  Global analytics software leader FICO has won the Tech of the Future – Blockchain and Tokenisation award. The Banking Tech Awards in London recognised FICO for its innovative work using Blockchain technology for AI model governance. FICO’s use of blockchain to advance responsible AI is the first time blockchain has been used to track end-to-end provenance of a machine learning model. This approach can help meet responsible AI and regulatory requirements.

                  More information: https://www.fico.com/blogs/how-use-blockchain-build-responsible-ai-award-winning-approach-0

                  FICO: Blockchain Innovation

                  FICO’s AI Innovation and Development team has developed and patented an immutable blockchain ledger. It tracks end-to-end provenance of the development, operationalisation and monitoring of machine learning models. The technology enforces the use of a corporate-wide responsible AI model development standard by organisations. It demonstrates adherence to the standard with specific requirements, people, results, testing, approvals and revisions. In addition to the Banking Tech award, Global Finance recognised FICO’s blockchain for AI technology with The Innovators award last year.

                  Responsible AI

                  “The rapid growth of AI use has made Responsible AI an imperative,” commented Dr. Scott Zoldi, chief analytics officer at FICO. “FICO is focused on technologies that ensure AI is used in an ethical way, and governance is absolutely critical. We are proud to receive another award for our groundbreaking work in this area.”

                  FICO is well-known as a leader in AI for financial services. Its FICO® Falcon® Fraud Manager solution, launched in 1992, was the first fraud solution to use neural networks. Today it manages some four billion payment cards worldwide. FICO has built advanced analytics capabilities into FICO® Platform, an applied intelligence platform for building decision management solutions.

                  See the full list of Banking Tech Award winners for 2024.

                  • Artificial Intelligence in FinTech
                  • Blockchain & Crypto

                  Author

                  Adam Zoucha

                  Published

                  13 December 2024

                  Estimated Read time

                  4Mins

                  Adam Zoucha, MD EMEA at FloQast, on how businesses will modernise financial processes in 2025

                  With 45% of accountancy firms and in-house finance teams facing talent shortages, 2025 is going to be a critical year for many. Financial transformation is going to be the watchword. The conditions companies are facing will push them to speed up the transformation of their operations, modernising their financial processes while strengthening their company culture and vision.

                  The year ahead will likely see a continuation of the current period of instability, posing serious challenges for accounting teams looking to grow their business. The impact of global geopolitics is hard to predict which, twinned with the UK economy’s persistently slow growth rate, means companies will need to innovate to succeed – embracing automation, AI, and cutting-edge compliance processes.

                  It’s not all about the macro trends, though. On an individual level, our research this year has shown that employees are feeling the strain, and business leaders will need to take that seriously in 2025. The talent shortage is a vicious cycle – the harder it is for companies to find and retain talent, the more pressure remaining team members end up having to shoulder. The right technology can play a crucial role in reducing that stress and breaking the cycle.

                  Alongside those real challenges, there are real opportunities. The accounting business is changing fast, and it’s a great time to be in the industry. As we draw 2024 to a close, here are five key things accounting firms can expect to see in the new year.

                  Financial Transformation moving up the agenda

                  We’ve already looked at some of the reasons why financial transformation is going to be critical in 2025, but that doesn’t mean every CFO and accountant in the business is rushing to deliver. Based on our research  60% of accountants and CFOs still do not consider it a top priority – mainly because most don’t truly know what it means for their business, so education is key.

                  In essence, companies should aim to align their finance functions more closely with their organisational goals, enabling accountants to bring their expertise and insight to the decision-making process. As the finance function’s strategic role grows, there will be an urgent need for agile, digital tools that enhance collaboration and efficiency. For CFOs, embracing this transformation is essential to navigate new complexities with precision and effectiveness.

                  Accountancy teams will embrace new tools for the future

                  The talent gap present in the industry is unlikely to change any time soon. It takes time to train people, and accounting has a bit of a PR problem – its status as a secure, skilled job is battling with perceptions of stress and burnout.

                  As a result, in 2025, leaders will increasingly look to keep accountants motivated, engaged, and fulfilled as the declining population of new candidates continues to heap pressure on accounting teams—a trend that’s unlikely to reverse anytime soon. 

                  It’s essential that business leaders retain their finance professionals by fostering a fulfilling work environment. They can help by upskilling accountants and adopting technologies to reduce mundane and repetitive tasks. CFOs can play a key role by equipping their teams with future-focused skills, blending technology with strategic insight to drive real value within their organisations.

                  AI will power Tansformation in 2025

                  Transformation in 2025 won’t be limited to removing internal silos and improving staff retention, crucial though those things are. We’re also going to see AI helping accountants become key players in driving business success. The real value of AI will become apparent this year. For finance teams, it will act as a copilot, automating routine tasks and giving time back to accountants to become strategic assets for their organisations.  

                  This shift will help the industry tackle talent shortages with agility, turning challenges into opportunities for growth. Embracing AI isn’t just about keeping pace; it’s about unlocking accountants’ full potential as key players in driving business success.

                  Compliance will become a value-generating asset rather than a tick-box exercise

                  Compliance and risk, when managed properly, can drive real value for organisations. In 2025, the nuanced relationship between compliance, reputation, and risk means it’s likely to move up the corporate agenda. 

                  Technology can be a real driver here, and compliance strategies are fundamental to the larger accounting transformation journey. By taking a more holistic approach to compliance, rather than treating it as a mere check-box exercise, compliance can become a valuable asset. Currently, only 16% of organisations take this strategic view, revealing a significant opportunity for those willing to innovate and elevate their compliance efforts.

                  Overall, accounting businesses may be facing rough seas, but with the right tools and investments in place, they can unlock new value in 2025: transforming financial processes, improving employee satisfaction, and stepping further into their growing role as strategic advisors.

                  • Artificial Intelligence in FinTech
                  • Digital Payments

                  Author

                  Bryan Daugherty

                  Published

                  12 December 2024

                  Estimated Read time

                  3Mins

                  Bryan Daugherty, Global Public Policy Director at the BSV Association (BSVA) and Co-Founder at SmartLedger Solutions, on how blockchain technology provides the accountability and cybersecurity needed to prevent widespread IT catastrophes across sectors

                  By Embracing Blockchain, We Can Create a Safer Digital Future

                  The rapid increase in cyberattacks poses a severe threat to businesses. These attacks are becoming more sophisticated and costly by the day. The average cost of a data breach in the UK is £3.58 million, and in the US now $9 million. It typically takes 200 days for organisations to detect a breach, followed by another 70 days to contain it. These delays expose significant vulnerabilities in traditional data management systems. They rely heavily on third parties, making them prime targets for cybercriminals.

                  Blockchain technology offers a transformative solution to these challenges by creating a secure, decentralised model that can effectively mitigate risks. It provides an opportunity for both individuals and organisations to take control of their data. Therefore, improving cybersecurity and ensuring operational resilience.

                  The Problem with Centralised Systems

                  Traditional cybersecurity systems are built on centralised models, where data is stored in one location or through third-party intermediaries. This structure makes them attractive targets for cybercriminals, creating a “honeypot” of information that can be breached. A concerning statistic is that, for over a decade, organisations have taken an average of 200 days to detect breaches. Despite claims from cybersecurity vendors that they provide “instant detection,” real-world results show significant gaps in protection, putting data at risk for extended periods.

                  Blockchain: Game-Changing Cybersecurity Features

                  Blockchain’s decentralised model provides a powerful alternative. By distributing data across a global network of nodes rather than a central location, blockchain makes it exponentially harder for cybercriminals to compromise large datasets. Even if one node is breached, the entire system remains intact. This eliminates the single point of failure that centralised systems suffer from.

                  Another key feature of blockchain is its immutability. Once data is recorded on a blockchain, it cannot be altered or erased, making tampering nearly impossible. Therefore, this ensures any unauthorised access is immediately detectable, enabling quicker response times and minimising damage.

                  Real-Time Threat Detection with CERTIHASH

                  Blockchain’s potential in cybersecurity is already being realised through solutions like CERTIHASH’s Sentinel Node. A blockchain-based tool that provides real-time threat detection. Built on the BSV blockchain, CERTIHASH can detect breaches within 10 seconds or less, offering a proactive approach to cybersecurity. This is a significant improvement over traditional systems, which often take months to identify breaches, leaving organisations vulnerable to prolonged data exposure.

                  By leveraging blockchain, cybersecurity shifts from being reactive to proactive. This gives organisations the tools they need to stay ahead of evolving threats and safeguard data more effectively.

                  Overcoming Misconceptions About Blockchain

                  Despite the clear advantages of blockchain, many organisations remain hesitant to adopt the technology, often due to misconceptions. Furthermore, some still associate blockchain with cryptocurrencies like Bitcoin, which have been linked to ransomware. This outdated view overlooks blockchain’s real potential as a secure, decentralised data management tool.

                  Blockchain is not just about crypto; it’s about creating a new standard for data integrity and security. Moreover, it offers decentralised, tamper-proof records that give users control over their own identity and data, reducing reliance on vulnerable third-party systems.

                  A Decentralised, Secure Future

                  As global reliance on centralised systems grows, so do the vulnerabilities they present. A single point of failure can lead to widespread outages, as seen in numerous cyberattacks and technical malfunctions. Blockchain, with its decentralised architecture, offers a robust alternative that enhances the security and resilience of critical systems. By distributing data across multiple nodes, blockchain ensures continuity even during attacks or outages.

                  Conclusion

                  Investing in blockchain cybersecurity is no longer optional. With cyber-attacks growing in scale and sophistication, organisations must adopt cutting-edge technologies to protect their data, operations, and customer trust. Blockchain’s decentralised and tamper-proof architecture offers the key to building a safer, more secure digital future. One where businesses and individuals alike can operate with confidence, free from the constant threat of cybercrime.

                  • Blockchain & Crypto
                  • Cybersecurity in FinTech

                  Author

                  Paul O'Sullivan

                  Published

                  11 December 2024

                  Estimated Read time

                  4Mins

                  Paul O’Sullivan, Global Head of Banking and Lending at Aryza, on the rise of AI in banking

                  The banking sector stands at the crossroads of technological innovation and operational transformation. AI is taking centre stage in reshaping how financial institutions operate. The banking sector is beginning to recognise AI’s potential. It can address challenges, enhance operational efficiency, and deliver more personalised customer experiences.

                  The Current State of AI in Banking

                  Research reveals that while a number of banking organisations have yet to fully integrate AI into their operations, key areas such as debt recovery are leading the charge. The slower pace of adoption can be attributed to the highly regulated environment of banking. Because transparency, compliance, and customer trust are non-negotiable. However, despite this cautious approach, banks that have implemented artificial intelligence are already seeing significant benefits, particularly in risk management.

                  AI’s Role in Risk Management

                  Effective risk management is a cornerstone of the banking sector. AI is proving to be a powerful tool in this area. By analysing vast amounts of data and providing predictive insights, AI enables banks to mitigate risks early. They can strengthen customer portfolio stability, and make data-driven lending decisions. These capabilities are essential in a landscape where financial risks can escalate rapidly.

                  Beyond the expected benefits, banks have also reported enhanced customer insights as an unexpected advantage. By leveraging AI to analyse customer behaviours and preferences, banks can tailor their products and services more effectively. Furthermore, they can improve customer satisfaction and experience, whilst fostering long-term loyalty.

                  Challenges to Adoption

                  Although organisations are experiencing a multitude of advantages, the integration of AI in banking is not without its hurdles. Legacy IT systems, stringent regulatory requirements, and concerns around data privacy pose significant challenges to widespread adoption. Banks must ensure AI-driven decision-making processes are effective. Moreover, they must also be fully transparent and compliant with industry regulations. Further highlighting the importance of a gradual, strategic approach to AI implementation.

                  Opportunities Ahead

                  The potential for AI in banking extends far beyond risk management. From streamlining operational workflows to enhancing customer personalisation and improving decision-making. AI is set to drive innovation across the sector. For example, AI-powered chatbots and virtual assistants transform customer service by providing instant, 24/7 support. They can handle complex interactions, enhancing customer satisfaction. At the same time, advanced analytics enable banks to analyse behaviour patterns, predict trends, and personalise product offerings. Furthermore. enhancing cross-selling opportunities and driving deeper customer engagement. These tools are becoming strategic enablers for innovation in the financial landscape.

                  A Call to Action

                  For banks to fully realise the benefits of AI, they must address the digital transformation gap, modernising outdated infrastructures and fostering a culture of innovation. This includes investing in technologies that align with their strategic goals, ensuring robust data security measures alongside maintaining compliance with evolving regulations.

                  As the banking sector continues its journey towards digital maturity, AI will play a pivotal role in defining its future. By overcoming current barriers and embracing AI-driven solutions, banks can not only enhance operational efficiency but also deliver the seamless, personalised experiences that customers now expect in an increasingly digital world.

                  About Aryza

                  At Aryza know that in today’s highly regulated world, there is huge value in quickly guiding your customers through the product that best fit their immediate needs, through a seamless journey that is tailored to their specific circumstances.

                  We created smart platforms, responsible and compliant products, and a unique system of companies and capabilities so that businesses can optimise their customers’ journey through the right product at the right time.

                  For our teams across the globe, the growth of Aryza is a good news story and a testament to our clear vision and goals as an international business.

                  And also front of mind as we build a global footprint is our impact on the environment. Aryza is committed to reducing its carbon impact through the choices it makes and we are pleased to say that we follow an active roadmap.

                  • Artificial Intelligence in FinTech

                  Author

                  Dan Brightmore

                  Published

                  10 December 2024

                  Estimated Read time

                  5Mins

                  Join FinTech’s greatest event when Money20/20 Europe returns to Amsterdam’s RAI Arena June 3-5 2025

                  FinTech Strategy is proud to be a media partner for Money20/20 Europe 2025.

                  Launched by industry insiders in 2011, Money20/20 is the heartbeat of the global fintech ecosystem. Some of the most innovative, fast-moving ideas and companies have found their feet (and funding) on its show floor. From J.P. Morgan, Stripe, and Airwallex to HSBC, Deutsche Bank, and Checkout.com.

                  Furthermore, this is where you’ll find new connections, business-critical insights from inspirational speakers, innovation, and partnerships you need to ensure your business succeeds for whatever comes next in money.

                  Why Money20/20?

                  FinTech Strategy spoke with a host of leaders from across the FinTech spectrum. They all agreed on one thing, Money20/20 Europe is ‘the’ place to make connections and build your business.

                  Gurdeep Singh Kohli, Founder, SC Ventures

                  “It’s the first time I’ve attended Money 20/20 and, we’ve had some fascinating impromptu conversations that will lead to great opportunities. All the big names are here and it’s clearly a popular event from a thematic perspective – payments is a big theme this year. I have a very high regard for the quality of what’s on offer and the way the event has been organised – it’s a great customer experience, the way it’s all been structured, at scale, is actually one of the best I’ve ever seen. The response has been fantastic…”

                  Stephen Everett, MD Payables & Receivables, Lloyds Banking Group

                  “The majority of people at Money20/20 genuinely get up in the morning with a growth and innovation mindset. Therefore, you have to balance and recognise that when you walk into this big venue that there will be some wacky ideas. From my experience, I have seen many infant ideas turn into successful ventures, whereas I have also seen some ventures becoming unsuccessful despite having great innovation ideas. Fintechs will fail. Innovation will fail. Experiments will fail. And that’s fine. That’s what Money20/20 is all about.”

                  Michelle Prance, CEO, Mettle (NatWest Group)

                  “It’s good for Mettle to come here because we are a fintech that was incubated inside a large bank (NatWest) for fintechs. Quite often their route to market, route to capitalisation, is by going into a main bank being acquired. So, it’s that marriage between a big organisation and the small nimble fintech. People are really interested in what we’re doing because big incumbents want to be fast and nimble. They don’t always have the capital to invest in something like we’ve been able to do with Mettle. So, they’re interested to know the right route to go down. Do they incubate in house? Or do they buy it in? And what’s the right way to do that without killing the culture? These are the types of interesting conversations we’ve been having here.”

                  Ryan O’Holleran, Head of Sales, AirWallex

                  “The great thing about Money20/20, here in Europe, and in Asia and the US, is the good division between buyers and sellers. So, you have all these service providers like AirWallex, Amex, Stripe… And then you have the Heads of Payments from companies like Booking.com, Minted and Summit who are coming here with their team to meet with providers. If you think about that from a sales perspective, those meetings are very hard to get outside of this environment. But over a week you get 15 different meetings each day with that would normally take months to arrange. So, the ROI from this week is really powerful just from being able to have these conversations.”

                  Merusha Naidu, Global Head of Payments, Paymentology

                  “Paymentology is homegrown out of the UK so it’s important for us to make sure we’re representing the business across Europe. This is the centre of the world for banking innovation. We have customers here from Singapore, Dubai, Saudi Arabia, Ghana and beyond. People look to this event to really learn about what’s happening in the industry globally and discover what trends are going to come up. What should we be doing? How can we innovate together and learn from each other? That’s one of the things I really love about Money20/20; the talks in all of the panels are so interesting and I always leave knowing more. Being in the payments industry, and especially being an issue processor, it’s important for us to learn from the industry and understand where we need to move so that we can stay at the forefront of developments.”

                  Zak Lambert, Product Lead & Europe Lead, Plaid                                                                            

                  “This is my sixth straight Money20/20 and it gets busier every year! It’s great to learn more about the ecosystem at large. You can see developing trends each year, and it’s always a little bit different. You build relationships at Money20/20 that stay with you for the rest of your life. And it’s a perfect opportunity to meet people in the flesh that you might normally only see on screen. You can get a pretty direct read on what they’re working on and it’s exciting to be here making new connections.”

                  Book Your Money20/20 Europe Pass Now

                  To get a flavour of what you can expect from next year’s conference check out our review of Money20/20 Europe 2024.

                  Book your pass now and save €200 with the code FTS200.

                  • Artificial Intelligence in FinTech
                  • Digital Payments
                  • Event Newsroom
                  • InsurTech
                  • Neobanking

                  Author

                  Martin Greenfield

                  Published

                  9 December 2024

                  Estimated Read time

                  3Mins

                  Misplaced confidence in visibility tools leaves organisations vulnerable amidst record high data breaches, according to latest research

                  A new report from Quod Orbis highlights that 95% of businesses are at risk of a cybersecurity blindspot. A reported 93% of UK organisations have confidence in their system visibility. However, nearly all (95%) of them have struggled to access critical assets in the last year, according to the research.

                  Over a third (38%) actually rank lack of visibility as one of their biggest challenges, further highlighting the gap between respondents’ perceptions and the reality of their situation. This comes at a time when data breaches this year have already surpassed one billion stolen records.

                  Quod Orbis Cybersecurity Research

                  Martin Greenfield, Quod Orbis CEO, comments: “Businesses are suffering from a blind spot that’s leaving them exposed. Misplaced confidence in existing cybersecurity tools means these same organisations are susceptible to data breaches and non-compliance fallout. This results in potentially crippling financial and reputational consequences.”

                  Quod Orbis commissioned a research study with international research house, Censuswide, to poll 500 board executives and IT decision makers, across enterprises of 500+ employees in the UK.

                  Cybersecurity Tech Stacks

                  Cybersecurity tech stacks are growing exponentially in the face of rising threats. The average team manages 19 security solutions at any one time. However, 41% still report a lack of technology as being their biggest challenge when it comes to maintaining a robust cybersecurity posture.

                  As 72% of IT teams have had their IT budget increased in the past three years, Greenfield urges businesses to break free from the typical cycle of throwing money at a problem and hoping something sticks. “It’s not about the biggest investment, it’s about the right investment.”

                  A quarter (26%) of IT decision makers are yet to allocate budget to basic security tools like asset visibility technology. This is despite 40% reporting a lack of actionable data.

                  It’s clear though that businesses recognise the advantage of implementing the right technology. More than eight in 10 (82%) agree that greater visibility over digital assets will greatly improve business security. This is a huge leap from the 93% of respondents who believe their businesses already provide them with the necessary tools.

                  According to the data, most upcoming IT investments will be allocated to Continuous Controls Monitoring (32%), privileged and identity access management (30%) and zero trust (29%).

                  The Future

                  Greenfield concludes: “Digital infrastructure has reached a level of complexity that not only warrants, but demands, complete visibility. Now is not the time to gamble with your company’s security. Furthermore, organisations need to stop adding layers of unnecessary technology as a way of solving the immediate problem. Instead, they must take a step back and think holistically about how to resolve their issues.

                  “Tools like CCM, powered by automation, help teams see and understand their security and risk posture in real time. This offers peace of mind that all of their data is relevant and up to date. This level of insight provides early awareness of potential problems and empowers teams to take a proactive approach to security, instead of being forced back into the same reactive position they’ve been in for years.”

                  About Quod Orbis

                  Quod Orbis is the single source of truth across security, risk and compliance, providing an orchestration layer for the entire tech stack whether in the cloud, on-premise, legacy or bespoke. Founded in 2018, Quod Orbis became part of Dedagroup, one of the leading Italian IT players, in 2024.

                  A pioneer in Continuous Controls Monitoring (CCM), Quod Orbis provides complete and constant visibility into a company’s cybersecurity, compliance and risk posture. Quod Orbis’ ability to connect with every piece of technology within a business, unrivalled automation capabilities and continual support enables the company to serve a global client base across a wide variety of industries.

                  • Cybersecurity in FinTech

                  Author

                  Dan Brightmore

                  Published

                  5 December 2024

                  Estimated Read time

                  3Mins

                  Innovative Systems, a leading provider of enterprise data, compliance, and integration solutions, has launched FinScan Marketplace

                  The platform will serve as a one-stop shop for anti-money laundering (AML) compliance. It offers a streamlined approach to managing compliance risk and unified case management via a central hub for all related activities. FinScan Marketplace positions itself as a trusted partner for organisations navigating today’s complex, global regulatory landscape.

                  Removing the complexity of AML compliance

                  “Our goal with FinScan Marketplace is to remove the complexity of AML compliance. We bring everything organisations need into one unified platform,” said Deborah Overdeput, Chief Marketing Officer at Innovative Systems. “This launch reflects our commitment to delivering solutions that simplify processes. We empower compliance teams to work smarter, and ensure organisations remain vigilant. And fully aligned with evolving regulatory requirements in a rapidly changing landscape.”

                  FinScan Marketplace revolutionises how organisations manage their AML portfolio. It provides a single, easy-to-navigate interface. Customers can seamlessly access a comprehensive suite of tools. These include sanctions screening, KYC checks, adverse media screening, payment screening, and risk scoring, with additional features continually in development.

                  FinScan Marketplace

                  At the heart of FinScan Marketplace is its unified case management system. This integrates all critical AML processes into a cohesive workflow. From performing due diligence checks to monitoring transactions and investigating potential risks, customers can manage everything within a single platform. This integration saves time, reduces errors, and ensures compliance efforts remain seamless and effective.

                  FinScan Marketplace provides customers with a clear vision of the platform’s evolution. Its intuitive interface lets users view in-progress product developments, register interest in upcoming features. Furthermore, they can participate in design feedback sessions. This approach ensures future enhancements align closely with real-world compliance needs.

                  “We are not just delivering tools; we are creating partnerships with our customers by building solutions that adapt to their challenges,” Overdeput added. “Transparency and collaboration are key pillars of the FinScan Marketplace.”

                  Innovative Systems for AML

                  FinScan Marketplace reflects Innovative Systems’ dedication to becoming a trusted partner for a host of organisations. These include financial institutions, insurance companies, fintechs, casinos and gaming entities, charities and non-profits, government agencies, and other organisations it serves. By continuously delivering value, anticipating industry needs, and prioritising customers’ feedback in its development process, the company demonstrates its commitment to supporting effective and reliable AML compliance.

                  Innovative Systems delivers enterprise data, compliance, and integration solutions through the company’s leading FinScan®, Enlighten®, and PostLocate® brands. These solutions offer actionable insights and enable organizations to identify the hidden opportunities or risks in their data. We have pioneered best-in-class data quality, data management, and risk and compliance solutions in thousands of applications across more than 65 countries. Our cloud-based (SaaS), on-premise, and hybrid offerings deliver dramatic, measurable improvements in accuracy, cost, and time to production over alternatives. Learn more at innovativesystems.com

                  About FinScan


                  Trusted by hundreds of organisations worldwide, Innovative Systems, Inc.’s FinScan offers advanced Anti-Money Laundering (AML) compliance technology and consulting solutions. Built on decades of experience in data management and proprietary matching technologies, FinScan provides a data-first, risk-based approach to ensure unparalleled accuracy and efficiency in identifying and reducing risk, accelerating AML compliance workflows, and optimising team productivity. FinScan’s comprehensive, integrated platform includes Know Your Customer (KYC), unparalleled sanctions screening, risk scoring, data quality, and advisory services for implementing a holistic compliance program. FinScan offers flexible deployment including SaaS, on-premise, and hybrid options. FinScan’s SaaS clients are screening more than 300 billion names a year. Learn more at finscan.com


                  • Cybersecurity in FinTech

                  Author

                  Alex Mosher

                  Published

                  3 December 2024

                  Estimated Read time

                  4Mins

                  Alex Mosher, Chief Revenue Officer at Armis, on why businesses are prioritising their cybersecurity budgets, ensuring they have the resources needed to counteract emerging threats

                  Cybersecurity is no longer optional. In 2025, we expect a significant uptick in overall spending. With threats becoming more sophisticated, organisations recognise the imperative to invest adequately in cybersecurity measures. This trend is driven by the growing awareness that the cost of a cyber-attack far outweighs the investment required to prevent it.


                  Shift Toward Comprehensive Cybersecurity Solutions

                  In 2025, there will be a marked shift toward comprehensive security solutions that offer integrated functionalities. Companies will increasingly seek platforms that provide threat detection, incident response, and compliance management within a single solution. This trend arises from the need to simplify security management and reduce complexity. Siloed solutions are ineffective, expensive and reduce the efficiency of security teams with finite resources. Furthermore, by consolidating various security functions into a unified platform, businesses can streamline their processes and enhance their overall security posture. Integrated solutions offer a holistic approach to cybersecurity, addressing multiple aspects of an organisation’s security needs. The move toward comprehensive solutions also reflects a broader understanding of the interconnectedness of cybersecurity elements. A unified solution that addresses multiple areas provides a more robust defence against potential breaches.

                  Emphasis on Automation and AI

                  Automation and artificial intelligence (AI) are revolutionising the cybersecurity landscape. Organisations increasingly prioritise spending on AI-driven security solutions to enhance threat detection and response capabilities. The focus will be on tools that streamline incident response, reduce manual workloads, and enable security teams to focus on more strategic initiatives. Moreover, the trend will also include spending on analytics tools that help organisations understand and mitigate risks based on the current threat landscape. Threat intelligence and analytics play a pivotal role in enhancing an organisation’s security posture.

                  AI technologies offer a proactive approach to cybersecurity, allowing organisations to identify and mitigate threats in real-time. By leveraging machine learning algorithms and data analytics, businesses can gain deeper insights into potential vulnerabilities and respond swiftly to emerging threats. The emphasis on automation and AI is driven by the need to enhance efficiency and effectiveness in cybersecurity operations. By automating routine tasks and employing AI for advanced threat detection, businesses can optimise their resources and achieve a more robust security posture.

                  Investment in Cloud Cybersecurity Solutions

                  The migration to cloud environments continues to accelerate, driving the need for robust cloud security solutions. Key investment areas will include cloud security posture management (CSPM) and cloud workload protection platforms (CWPP). The emphasis on cloud security reflects the growing reliance on cloud services for business operations. Moreover, organisations recognise that securing their cloud environments is paramount to safeguarding digital assets and ensuring regulatory compliance. Investments in cloud security solutions also align with the broader trend toward digital transformation. Businesses are leveraging the cloud to drive innovation and agility. This neessitates a strong security framework to protect their evolving digital ecosystems.

                  Enhanced Budgeting for Compliance and Regulatory Needs

                  Data protection and privacy regulations are becoming increasingly stringent worldwide. Also, this necessitates enhanced budgeting for compliance-related cybersecurity solutions. I expect organisations to allocate more resources to auditing tools, risk management platforms, and solutions that help them meet regulatory requirements such as GDPR, CCPA, and HIPAA.

                  The emphasis on compliance reflects a growing awareness of the legal and reputational risks associated with non-compliance. Investing in compliance-related solutions also aligns with the broader trend toward data-driven decision-making. Moreover, by implementing tools that ensure alignment with regulatory requirements, organisations can demonstrate their commitment to ethical data practices and build trust among stakeholders.

                  Growth in Cybersecurity Insurance Expenditures

                  Cyber insurance is becoming an essential component of an organisation’s risk management strategy. The growth in cybersecurity insurance expenditures reflects a broader awareness of the financial implications of cybersecurity threats. Investing in cyber insurance aligns with the emphasis on accountability in cybersecurity spending. By securing coverage for potential losses, businesses can demonstrate their commitment to protecting their assets and ensuring business continuity in the face of unforeseen events.

                  By understanding the key cyber spending patterns outlined here, businesses can make informed decisions. They can enhance their security posture to protect their valuable assets and ensure business continuity as we move into 2025.

                  • Cybersecurity in FinTech
                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  27 November 2024

                  Estimated Read time

                  3Mins

                  Yuno enables organisations to transform online checkout experiences, allowing customers to pay securely without the need for passwords

                  Yuno, a leading global payment orchestrator, announces that Mastercard’s Click to Pay at checkout is now available to all Yuno clients.

                  Click to Pay helps improve customer experience by ensuring purchases can be made securely and quickly with just a few clicks. It significantly decreases the instances of cart abandonment that plague the e-commerce industry. According to Mastercard research, nearly two-thirds of shoppers still struggle through manually entering their card details. Around 25% of carts are abandoned because checkout is too complex or slow. The average online shopping cart abandonment rate worldwide reached 70.19% in 2023, according to Statista. This resulted in an estimated $260 billion recoverable loss in e-commerce sales annually in the US and EU alone. Plus, fraud rates are seven times higher online than in stores. Criminals exploit exposed card numbers, creating headaches for cardholders and huge losses for merchants and card issuers.

                  Click to Pay with Yuno and Mastercard

                  Yuno’s single-click Click to Pay integration, which is enabled in 40 markets across the world, goes beyond just reducing cart abandonment. It also translates to increased sales and conversions for merchants with digital payments. Yuno offfers a secure and familiar digital checkout option trusted by millions of cardholders worldwide. It empowers businesses to boost customer confidence and improve the shopping experience. Yuno’s ability to offer Mastercard Click to Pay access to merchants is especially crucial for businesses expanding into new markets, where brand recognition can be a challenge. With Yuno, merchants can offer a globally recognised payment solution that eliminates friction at checkout almost anywhere in the world.

                  Yuno

                  Juan Pablo Ortega, Co-Founder and CEO at Yuno, commented: “At Yuno, we are constantly seeking out the best solutions to streamline payment processes and enhance security, while delivering speed. Making Mastercard’s Click to Pay at checkout feature easy to integrate for all of our customers supports our commitment to removing barriers to global commerce. We’re making sure our customers can focus on running their businesses without any unnecessary headaches.’’

                  Mastercard

                  Diego Szteinhendler, Senior Vice-President, Fintechs, Merchants and Digital Platforms, Mastercard Latin America and the Caribbean, added: “Digital consumers expect an intuitive, frictionless and secure experience. To support this demand, we’ve built a robust digital infrastructure with a suite of acceptance and payment services, including Click to Pay. Through partnerships like the one with Yuno these are becoming available to millions of consumers across Latin America and beyond.”

                  Yuno’s clients, including Viva Aerobus, Bacu, and Habibs, have already begun taking advantage of Mastercard Click to Pay at Checkout via Yuno. It is helping them deliver a secure and convenient user experience for their customers across the globe.

                  About Yuno

                  Yuno has emerged as a dominant force in global payment orchestration, with a core mission to empower global commerce by enabling businesses of all sizes to accept and disburse payments anywhere in the world, fostering financial inclusion. It enables businesses to access over 300 payment methods worldwide as well as innovative features including one-click checkout, smart routing, and robust anti-fraud tools via a single unified, easy-to-use interface. Yuno serves a global customer base that includes McDonald’s, inDrive, Rappi and other renowned brands across more than 80 countries.

                  • Digital Payments

                  Author

                  Dan Brightmore

                  Published

                  26 November 2024

                  Estimated Read time

                  3Mins

                  Adyen’s UK banking licence and international footprint will strengthen Spendesk’s offer in core markets and support global growth

                  Adyen, the FinTech business platform, has announced a long-term strategic partnership with Spendesk, the spend management platform for small and mid-sized businesses (SMBs). Innovation with Embedded Finance services characterises the partnership.

                  Embedded Finance Services

                  The partnership will support innovation in Embedded Finance services, as Spendesk continues to accelerate bringing products to market in 2025. Adyen continues to build its suite of embedded financial products, including business bank accounts and card issuing. 

                  Spendesk offers a comprehensive spend management solution. It enables finance teams to automate workflows and gain full visibility and control over company spending. Moreover it provides essential tools like virtual and physical cards, expense management, and a new procurement solution. Also, Spendesk allows businesses to work with their existing accounting and financial software via its APIs and native integrations. 

                  Scaling rapidly, Spendesk chose Adyen for its full stack Banking-as-a-Service (BaaS) coverage across multiple key markets. This eliminates complex multi-provider set-ups. Furthermore, with Adyen’s UK banking licence, the partnership empowers Spendesk to maintain full control over the payment experience. Also, it can provide UK customers with the card customisation they need, and embed financial products beyond payments going forward.

                  Enhanced Payment Solutions

                  Spendesk is focused on providing finance teams with greater control, visibility, and automation. It sees a significant opportunity to enhance payment solutions by refining spend management workflows for SMB users. Embedded Finance enhancements include:

                  • Leveraging data to increase visibility and control on the end-to-end payment process.
                  • Adding digital wallets (Apple Pay and Google Pay) to enhance XPays. A feature that provides companies with flexible payment options – improving the customer experience
                  • Maximising operational efficiency and reducing friction for customers through a streamlined onboarding process and an optimised payment success rate and processing time

                  Spendesk needed a partner that could safeguard against financial crimes. With Adyen’s banking licences in the UK, US and EU, the company is highly regulated. Moreover, it can ensure Spendesk is continuously compliant within the countries it operates in and plans to expand to. 

                  New Embedded Finance Opportunities

                  “Trust and accountability are critical in our industry, and to achieve our global ambitions we need a partner who supports our growth with shared values,” said Stéphane Dehaies, CEO of Spendesk Financial Services. “Adyen’s technology, geographical footprint, and commitment to innovation are helping us reach our goals as we navigate regulatory requirements and shifting customer needs. Furthernore, we chose Adyen because their approach aligns perfectly with our forward-thinking mentality and commitment to delivering best-in-class payment solutions and customer experiences. We share the same cultural DNA and together our fast-paced, transparent, and passionate approach to improving customer experience makes this partnership an incredible fit.”

                  “Helping grow businesses like Spendesk is at the core of what we do. Our customers’ needs drive our product development and it is great to see Spendesk capitalising on our market coverage and single card issuing solution,” said Hemmo Bosscher, SVP Platforms and Financial Services at Adyen. “Looking ahead, we are excited to help Spendesk fully seize the embedded finance opportunity as they scale their operations globally. As market leaders in BaaS and spend management respectively, this partnership drives real innovation for SMBs, a market category whose financial needs are often left unmet by traditional providers.”

                  • Embedded Finance

                  Author

                  Waheed Mahmood

                  Published

                  Estimated Read time

                  4Mins

                  Waheed Mahmood, Financial Services Lead at Rackspace Technology, on how cloud is elevating CX in the financial services industry

                  The importance of customer experience (CX) in financial services is growing. In July 2023, the Financial Conduct Authority (FCA) published its Consumer Duty guidelines, designed to set clearer standards of protection for consumers of financial services. The Consumer Duty was created to ensure that financial institutions (FIs) act fairly, while preventing customers from making poor financial decisions.

                  Despite the guidelines being implemented over a year ago, some FIs are still struggling to meet customers’ needs and are not working hard enough to protect them. In October 2024, for example, the FCA fined TSB Bank Plc £10,910,500 for failing to ensure that customers in arrears were treated fairly between 2014 and 2020.

                  According to Forrester, there has also been a significant decline in EU bank customer experience (CX) quality in 2024. This matters, because as CX quality declines, so does customer loyalty. Financial service executives must step up their game if they want to stay competitive and earn this loyalty. FIs that leverage technology can increase customer satisfaction, reduce the cost to serve and boost conversion rates and profitability. As we look ahead, here are some ways FIs can harness technology to drive customer satisfaction in 2025 and beyond.

                  Driving CX through the Cloud

                  The Consumer Duty’s objective was to guide individuals toward sound financial decisions. To achieve this, FI’s must leverage data and analytical insights. However, legacy systems often hinder effective data sharing and analysis, limiting the ability to provide personalised guidance.

                  Private cloud technology empowers banks to modernise their legacy systems. This can increase agility with the delivery of new services and products, enabling them to create and deliver enhanced CX. This includes offering seamless digital experiences, from smart self-service options and instant transaction tracking to tailored financial guidance and decision-making. Banks can also use cloud analytics to spot user pain points and service disruptions early, directly improving both customer satisfaction and profitability.

                  The integration of cloud services with existing banking systems also enhances data flow and interoperability. Real-time analytics platforms, such as Azure Stream Analytics help process and analyse vast amounts of data. This can reveal valuable insights into customer behaviour and preferences. Banks can then offer personalised advice and services, boosting customer satisfaction and interaction.

                  To maximise these benefits, FI’s need to ensure these customer insights are shared across departments. Eliminating departmental silos can drive improvements in product development, marketing strategies, and customer service protocols. Success requires integrating design expertise and data capabilities – involving teams from every business function to build a data framework and platform. This integration will help convert customer insights into actionable improvements.

                  Double down on service innovation for CX

                  Before leveraging cloud technology, FIs must evaluate their current technology stack to identify weak points before embarking on digital transformation initiatives. Legacy systems, which many FIs still depend on put them at a disadvantage as customer demands and expectations grow. This outdated infrastructure is particularly vulnerable, leaving sensitive customer data exposed to risk.

                  By updating their technology stack, FIs can improve customer interactions while streamlining critical systems for transaction handling and personalisation. These work together to deliver an experience that aligns closely with individual customer needs. 

                  FIs are also leveraging machine learning to gain insights into customer spending patterns, enabling them to offer personalised financial advice and recommendations. Additionally, GenAI is reshaping CX; AI-driven chatbots, for example, offer instance guidance and assistance, freeing up human staff to focus on more complex issues. However, to maximise the benefits of GenAI, FIs need robust infrastructure in place. GenAI models require high-quality, well-structured data for training and precise forecasting.

                  A cloud-based platform is particularly well-suited for FIs with specific demands around control, security and workload customisation. By adopting this approach, institutions can meet the high storage and encryption requirements of GenAI, thereby, enhancing both system performance and data security – key factors in scaling these technologies.

                  To respond to a continued decline in customer experience quality, financial service providers must make this a strategic priority. Delighting and engaging customers on a personal level has become vital and institutions that satisfy these expectations will be best equipped to attract new clients and build enduring loyalty.

                  • Neobanking

                  Author

                  Dan Brightmore

                  Published

                  22 November 2024

                  Estimated Read time

                  2Mins

                  Mastercard collaborates with Qover to offer embedded return service for hassle-free shopping in Belgium and Luxembourg

                  Qover, a leading insurtech company committed to building a global safety net, and Mastercard are joining forces to improve the online shopping experience for Mastercard credit cardholders in Belgium and Luxembourg. Furthermore, with Qover’s platform, Mastercard now offers a return shipping cost protection service that refunds shipping fees when retailers don’t provide free returns. Available now on mastercard.be and mastercard.lu, this protection is unique in Belgium and Luxembourg.

                  ‍Easy protection for Mastercard credit cardholders

                  This new protection arrives as nearly 9 out of 10 Belgians shopped online in early 2024, with clothing remaining the top category. Moreover, Mastercard’s return protection, available to all credit cardholders, provides reimbursements on shipping costs for returns. Also, it offers coverage up to €30 per return and a maximum of three claims or €90 per cardholder annually.

                  “Embedded protection is becoming a strategic tool for businesses to enhance customer value and build loyalty. We’re honoured by Mastercard’s trust and are excited to bring this innovative solution to their cardholders.”

                  Quentin Colmant, CEO and Co-founder of Qover

                  Technology driving customer-first experiences 

                  Using its AI-driven platform, automations and advanced data extractions, Qover makes return protection easy and accessible. Also, users can quickly find coverage details or submit a claim in just a few clicks. “Customers receive instant updates on the status of their claim, keeping them informed every step of the way”, explains Parker Crockford, Chief Revenue Officer at Qover. 

                  For Mastercard, this technology strengthens loyalty and sets its credit cards apart in a competitive market. The solution is designed for digital-first users who want simple, personalised services.

                  “We’re excited to unveil this new solution in collaboration with the rising star of European insurtech, Qover. This unique protection reinforces the value of Mastercard credit cards for online purchases and enhances the online shopping experience for our Belgian and Luxembourg cardholders.”

                  Henri Dewaerheijd, Country Manager, Mastercard Belgium and Luxembourg

                  This initiative is a key step for Qover in delivering hyper-personalised embedded solutions to meet diverse consumer needs. Qover aims to expand this tech-driven solution across Europe.

                  • InsurTech

                  Author

                  Dan Brightmore

                  Published

                  21 November 2024

                  Estimated Read time

                  2Mins

                  Mastercard integrates its Multi-Token Network (MTN) for tokenized deposits and tokenized assets with Kinexys Digital Payments (formerly JPM Coin)

                  Mastercard’s blockhain Multi-Token Network (MTN) has connected to Kinexys Digital Payments as a payment settlement solution. This will enhance the availability of B2B cross-border payments to business applications on MTN.

                  Kinexys Digital Payments is a next-generation payment rail powering real-time value transfer. Also, it uses commercial bank money and is offered through Kinexys by J.P. Morgan, the firm’s Blockchain business unit.

                  Mastercard’s MTN Blockchain meets JP Morgan’s Kinexys

                  Mastercard’s MTN brings together a set of API-enabled, blockchain-based tools and standards for innovative business models under one platform.

                  Kinexys by JP Morgan and Mastercard are respectively providing solutions designed to improve the efficiency of commercial transactions. Furthermore, these solutions aim to improve the cross-border payment experiences common for such transactions. They will achieve this by providing greater transparency and faster settlement as well as reducing time zone friction.

                  By integrating Mastercard MTN’s connectivity with Kinexys Digital Payments, mutual customers of MTN and Kinexys will be able to settle B2B transactions through a single API integration.

                  Kinexys – JP Morgan’s Blockchain business unit

                  “At Kinexys, we believe our solutions can play a transformative role in the ecosystem for digital global commerce and digital assets, where the value proposition of commercial transaction venues is enhanced by the availability of commercial bank payment rails that can natively integrate with any digital marketplace or platform. We look forward to supporting our clients engaging with the MTN ecosystem and collaborating further with Mastercard in the digital space.”

                  Naveen Mallela, Co-Head of Kinexys by JP Morgan

                  MTN – Mastercard’s Multi-Token Network

                  “For years, both Mastercard and Kinexys by JP Morgan have been committed to innovating for the future of digital asset and commercial infrastructure. By bringing together the power and connectivity of Mastercard’s MTN with Kinexys Digital Payments, we are unlocking greater speed and settlement capabilities for the entire value chain. Moreover, we are excited about this integration and the new use cases it will bring to life, leveraging the strengths and innovations of both organisations.”

                  Raj Dhamodharan, executive vice president, Blockchain and Digital Assets at Mastercard

                  • Blockchain & Crypto
                  • Digital Payments

                  Author

                  Ozge Celik

                  Published

                  20 November 2024

                  Estimated Read time

                  4Mins

                  Ozge Celik, Head of Product at Turkey’s largest FinTech Papara, on how personalisation is making everyday financial transactions more manageable and embedded into our lifestyles

                  With unlimited choice from a global marketplace, customer expectations are continuing to reach new heights. Undeniably, we are seeing financial services – being led by the FinTech sector – undergoing a seismic shift towards personalisation and catering to this new form of demand. Users are no longer content with generic services. Furthermore, they want tailored, hyper personalised experiences that reflect their individual needs and preferences. This is particularly true for their banking experiences. Yet, many traditional banking institutions are struggling to keep up with these demands due to their legacy systems and traditional cookie-cutter approach. Whereas the FinTech industry, with its agile frameworks and state-of-the-art technologies, is demonstrating its capability to rapidly position solutions that cater to this demand.

                  The growing trend for personalisation

                  Personalisation in consumer services is not a novel concept, but its application within the financial sector is a relatively recent development. Despite its infancy, its impact on the industry is profound. Banking has always been a cornerstone of our daily lives, from withdrawing cash to transferring funds. As such, it is unsurprising that users increasingly view their financial services as an extension of their personal identity.

                  Over the past decade, we have seen the introduction of customisable physical bank cards, personalised digital tools on mobile banking apps and instant messaging services. Banks and fintechs are striving to meet users’ needs, reshaping the loyalty landscape that has traditionally favoured established banks. These institutions, with their often rigid and cumbersome systems, are being compelled to re-evaluate their user engagement strategies and the solutions they offer.

                  Leading the customisation charge

                  Startups and FinTechs are riding the crest of this wave of customisation. Traditional financial institutions frequently overestimate the costs associated with data collection and the development of meaningful personalised tools. FinTechs, on the other hand, harness their technological capabilities to sift through vast amounts of data, identifying individual preferences and behaviours. This insight enables them to better create personalised products and services that resonate with consumers on a deeper level. Offering such tailored experiences is not merely a competitive advantage; it is quickly becoming essential to attract and retain users.

                  The rise of the super app

                  The emergence of the super app epitomises this new paradigm. The inconvenience of managing multiple mobile banking apps is becoming a thing of the past as consumers increasingly favour a unified platform that addresses all their financial needs. This demand extends beyond financial services. The success of super apps like Alipay and WeChat Pay, which integrate services from ride-hailing to grocery shopping, illustrates how this model has become ingrained in everyday life. While the same level of adoption may not be universal due to various market factors, FinTechs are taking note and developing intuitive apps that combine financial and non-financial functions to deliver a seamless and efficient user experience.

                  FinTech’s personalisation extends to every facet of the financial journey. From customised budgeting tools and investment portfolios, to personalised insurance products and bespoke lending solutions, providers are redefining what it means to have a financial service that truly fits the individual.

                  The implications for personalisation in traditional banking

                  To stay relevant, banks must embrace digital transformation and consider partnerships with FinTechs or face the risk of further falling behind. Collaboration between established financial institutions and FinTech disruptors can yield the best of both worlds: the trust and scale of traditional banks combined with the innovation and agility of fintech.

                  As FinTechs continue to meet and exceed the hyper-personalised needs of consumers, they are establishing a new benchmark in the financial services industry. By making everyday financial transactions more manageable and integrated into our lifestyles, they are not merely responding to consumer demands but are also anticipating them. As this trend progresses, we can expect to witness further disruption, with fintechs at the helm, steering us towards a more personalised and accessible financial future for all.

                  About Papara

                  We are not a Bank; we are Papara, we are here for you.

                  We are a financial technology company that offers a new financial application experience. Keeping the user in mind against the traditional financial solutions, we strive to build the next generation financial super app. Our amazing community always suggest features and gives us constant feedback.

                  We integrate the most innovative technology to help our users control their money while being completely transparent.

                  In 2015,we started our services with the permission we received from the Banking Regulation and Supervision Agency to operate as an “Electronic Money Institution”.

                  Papara is the first non-bank to issue a Mastercard logo prepaid card in Turkey and currently a Mastercard, Visa, and Interbank Card Center member. In our seventh year of operation, we have acquired 21 million users and expanded our team to 1.000 happy people dedicated to creating the best financial experience.

                  Today, millions of our users choose Papara’s innovative products to make millions of transactions every month.

                  Image credit: www.dubaisims.com

                  • Neobanking

                  Author

                  Jamil Jiva

                  Published

                  19 November 2024

                  Estimated Read time

                  4Mins

                  Jamil Jiva, EVP at Linedata, on compliance in asset management following the EU AI act

                  AI’s value-add has shifted from speculative to tangible in recent years. For consumers, it’s brought convenience; for businesses, invaluable timesaving. In the asset management space however, its impact is transformative. It can help assess choice, trust, and risk in seconds. AI isn’t just improving efficiency, it’s fundamentally reshaping decision-making processes.

                  It’s clear artificial intelligence is achieving widespread adoption among asset managers. Linedata’s recent global survey showed that 36% of asset management companies have already integrated AI into their operations. A further 37% are preparing to introduce it.

                  However, adopting new and evolving technology can prove to be a long-term challenge. Asset managers have to adapt to regulation as it changes. For example, the newly enacted EU AI Act is designed to regulate high-risk uses. It seeks to ensure safety, transparency, and accountability. With new regulations arriving thick and fast, companies should avoid rushing their implementation or cutting corners. Compliance should be their first and last thought.

                  AI can bring immediate benefits in optimising efficiency, streamlining operations, and boosting decision-making capabilities. The newly enacted EU AI Act will push firms planning to take a more measured approach to deploying artificial intelligence. This will necessitate a long-term, compliance-driven approach.

                  The New Compliance Landscape

                  The EU AI Act marks a turning point for AI governance. For the financial sector, the act will put explainability at the fore of AI-augmented decisions. For asset management firms, which increasingly rely on AI to drive decisions related to market forecasts, risk modelling, and portfolio management, the act mandates a robust approach to accountability.

                  Asset management firms that use AI must now prioritise governance or risk severe penalties and long-term reputational damage. As firms adjust to the EU AI Act, they must recalibrate their AI strategies and implement future-proof frameworks that blend innovation with security and ethical standards.

                  Hybrid AI Systems: Creativity and Control

                  One promising approach to the new regulatory environment is hybrid AI. Hybrid systems marry proprietary data with third-party models. With a blended strategy firms retain full oversight over sensitive tasks – such as decision-making models . Meanwhile, outsourcing less critical functions like data analysis or back-office automation to third-party vendors.

                  However, hybrid systems bring their own challenges under the EU AI Act. The new regulation imposes strict requirements for transparency. This means firms must ensure that any external solutions they adopt meet the same high standards of risk management and documentation. This necessitates a more in-depth vetting process for third-party providers and ongoing oversight to guarantee compliance. Effective governance, therefore, hinges not just on internal processes but also on the integrity and transparency of external systems and partners.

                  Despite these complexities, hybrid AI presents an opportunity for asset managers to continue innovating without compromising on compliance. By carefully managing these systems, firms can position themselves to harness the full potential of artificial intelligence while mitigating the risks associated with regulatory breaches.

                  Building a Sustainable AI Strategy

                  While the EU AI Act certainly raises the bar for compliance, it also presents an opportunity for firms to create more sustainable, future-proof strategies. Much like how the GDPR transformed data governance, the AI Act could drive a more comprehensive approach to artificial intelligence oversight, encouraging firms to adopt stronger ethical frameworks while staying ahead of regulatory shifts.

                  For asset managers, investing in adaptable AI infrastructures is one way to navigate these regulatory demands. By focusing on systems that are both flexible and scalable, firms can ensure they remain compliant with evolving regulations without sacrificing the pace of innovation. In particular, areas like predictive analytics, ESG reporting, and portfolio management stand to benefit from such advancements, provided firms integrate transparency and accountability into their strategies.

                  Asset managers who view regulatory challenges as opportunities – rather than obstacles – will emerge as leaders, showcasing a commitment to ethical AI that can ultimately build trust with clients and regulators alike. While the EU AI Act may seem daunting at first, for those who embrace the changes, it offers a chance to redefine how artificial intelligence can shape the future of asset management.

                  • Artificial Intelligence in FinTech

                  Author

                  Zachary Scott

                  Published

                  18 November 2024

                  Estimated Read time

                  3Mins

                  Zachary Scott, Managing Director at Publicis Sapient on Buy Now Pay Later demand in the UK and the changing nature of CX in 2025 and beyond…

                  In the dynamic world of consumer Embedded Finance, Buy Now, Pay Later (BNPL) services have become a game-changer. They offer shoppers greater flexibility and convenience. BNPL allows consumers to make immediate purchases while spreading payments over time, often without interest. Its popularity skyrocketed during the pandemic. Fuelled by the e-commerce surge, it continues to play a pivotal role in shopping habits. Recent surveys reveal that 39% of U.S. consumers plan to use BNPL within the next six months.

                  This growth isn’t confined to the U.S. It’s a global phenomenon. U.S. fintech giant Affirm recently launched its BNPL services in the UK, marking its first international expansion. Affirm selected the UK due to strong demand from merchants eager to incorporate flexible payment options into their offerings.

                  The BNPL boom reflects a broader trend in Embedded Finance, which integrates financial services seamlessly into non-financial interactions. BNPL, for instance, embeds financing directly into the retail experience. This allows consumers to access payment plans as part of their shopping journey. This integration simplifies the traditionally separate processes of purchasing and financing, creating a smoother, more user-friendly experience.

                  Optimising customer experience for Embedded Finance

                  The value case for Embedded Finance is based on this seamless customer experience and the opportunities it offers to enhance the services offered. Partner companies are able to provide financial services without having to maintain extensive and complex financial infrastructure, leveraging technology to facilitate these offerings instead.

                  Already, several opportunities are emerging that are poised to propel the growth of embedded finance into new sectors and applications. Banks and retailers should be prepared to seize opportunities from embedded insurance products, embedded wallets in non-financial apps, and new forms of embedded lending that go beyond the existing BNPL instalment model.

                  Consolidating Services

                  However, to succeed in this next phase, financial service providers and their partners will have to keep pace with and be ready to adapt to changing consumer preferences and requirements. Staying ahead of the curve takes more than just improving individual interactions. It involves curating a comprehensive journey that aligns with consumers’ expectations for simplicity, transparency, and flexibility. People are increasingly seeking a mobile-first platform that caters to both their financial and non-financial needs in a single, unified space. Driving further consolidation of customer journeys through Embedded Finance is likely to be a critical strategy for industry leaders in the next wave of adoption.

                  Advancements in open banking protocols and the rise of new FinTech ventures are setting the stage for more integrated financial and non-financial services, further blurring the boundaries between these two traditionally distinct customer journeys. Emerging trends in Generative AI and conversational banking will also contribute to the enhanced customer experience. These technologies are set to shape consumer expectations, with more and more people looking to access support and services through conversational experiences. Embedded Finance is no exception.

                  New Opportunities

                  For financial service providers, embracing these trends opens myriad possibilities. Leading the charge in Embedded Finance can contribute to customer acquisition, generate direct revenue from the new services offered, and enable cross-selling of other financial products.

                  For partners within the Embedded Finance ecosystem, the opportunities are equally substantial. As well as driving Net Promoter Score (NPS), they can unlock new referral or commission-based revenue streams.

                  It’s clear that the future of consumer finance is deeply linked to the progress of Embedded Finance. As more offerings beyond BNPL emerge, the boundary between financial services and non-financial experiences can become increasingly blurred. For providers and partners ready to embrace this change and leverage it to meet evolving customer needs, this represents a substantial opportunity.

                  Learn more about Embedded Finance from Publicis Sapient

                  • Embedded Finance