Ralph Hogaboom is a seasoned cybersecurity leader, a CISO with a deep commitment to public service and a human-centred approach to information security. Our cover star talks about creating a people-led cybersecurity function for the Washington State Department of Natural Resources (DNR) defined by long-term thinking, commitment to the vision and keeping empathy at the forefront.
“Now we’re the team that helps people get to ‘yes’,” says Hogaboom. The core of it, he explains, is an approach to cybersecurity focused on people, their needs and outcomes, rather than a systems or technology-centric approach.”
IAG Firemark Ventures: Transforming Insurance
We check in again with Scott Gunther, General Partner at IAG Firemark Ventures, on how the company is bringing powerful investments to life 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.”
Delta Dental: Cybersecurity as a Business Enabler
Alex Green, CISO at Delta Dental Plans Association, talks cyber risk, resilience, and practicing servant leadership in a uniquely challenging cybersecurity environment.
“Cybersecurity isn’t about locking everything down; It’s about managing risk in a way that allows the business to operate, adapt, and grow.”
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.”
University of Tasmania: A Technology Transformation for the People
We spoke to four members of the University of Tasmania‘s, research, and student services team to dig into the incredible work the university is doing to support researchers and students, and what such a complex operation entails.
“We recognise that not all potential students get the support they need to go to university,” says CIO Kathleen Mackay. “But we want to be able to provide that support.”
FinTech Strategy meets Eastern Horizon Founder & CEO Christine Le to discuss client expectations and the changing landscape of wealth management
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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.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
FinTech Strategy meets with Citigroup’s Head of ESG Credit Management, Mauricio Masondo, to discover the future for ESG and sustainable finance
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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.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
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
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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:
Integrated Payments Ecosystems Clients want unified platforms that support seamless payments across channels and partners
Digital Onboarding & Identity Reducing friction while enhancing security is top of mind – especially in customer acquisition
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.
FinTech Strategy meets with Seema Desai, COO at iwoca, to hear how customer experience is being redefined in a digital lending era
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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.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
FinTech Strategy speaks with Jonas von Oldenskiöld, Head of Partnerships at Qover, about the future for the insurance industry
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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.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
FinTech Strategy meets Vikki Allgood, Director of Technology Strategy at Fidelity, to discuss the fundamental importance of culture in driving a successful business transformation
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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.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
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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
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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.”
Reacting to FinTech Trends
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.
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
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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.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“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.”
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.
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.”
“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.
“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.”
“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…
Trinidad’s Republic Bank has been serving customers via its branches for over 185 yearsand 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). “It’s easy to be overwhelmed with the ideas of what’s possible so it’s up to our team to channel its work in the right direction for the bank. We’ve been aiming to facilitate a shift from project to product – the traditional project mindset is stop/start. But when we talk about digitalisation it’s a journey that never ends. And product is the vehicle to make sure we’re continuously improving.
“We’ve had success with initiatives like our Endcash digital wallet – which now features more than 1,000 merchants and over 10,000 customers successfully onboarded. 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.”
Carrefour: Bridging the linguistic divide with technology
Zoe Bordelon, Global L&D Lead at Carrefour, digs deep into the company’s desire to bring better communication to its staff and customers through the magic of language-learning.
“We needed to give our team a way to learn languages and improve their communication…We work closely with the different countries to make sure we’re all aligned for the group roadmap, while also supporting them in delivering our initiatives to employees.”
Glovo: Cybersecurity as a business enabler
We speak with Glovo’s Head of Security, Rafael Di Bari, on managing a global business-wide transformation to make Cybersecurity a business enabler at the leading Spanish tech platform connecting users across 23 countries with a range of on-demand services.
“At Glovo aim to create a robust security framework that adapts to emerging threats and aligns with our strategic business objectives.”
Parag Pawar, Partner – Banking & Financial Services, on how Hexaware’s services and platforms can streamline any transformation journey
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Parag and his team at Hexaware have been working closely with the European Bank for Reconstruction & Development (EBRD) on a digital transformation program focused on the bank’s Compass ERP program.
This ongoing collaboration is set to scale to meet EBRD’s future needs says Parag: “Hexaware’s strategy is based on building and deploying AI-infused technology platforms. With our talented and passionate workforce, we are uniquely positioned to enable transformation.”
Why Hexaware?
With 32,000+ professionals across Asia Pacific, Europe, and the Americas, Hexaware—backed by The Carlyle Group—delivers a blend of deep domain expertise and transformative technologies.
Its proprietary platforms help address the unique challenges of financial services and FinTech:
RapidX™: Accelerates software engineering and code analysis, enabling legacy modernization and faster time-to-market.
Amaze®: This platform simplifies cloud migrations and helps customers streamline their cloud operations and leverage the potential of AI.
Tensai®: Drives automation, streamlining workflows and enhancing operational efficiency.
But technology is just part of the equation – expertise drives transformation. From modernising legacy systems to deploying intelligent automation, Hexaware’s tailored approach helps ensure that solutions align with your business goals.
Hexaware strives for a record of delivering scalable growth, reducing costs, and elevating customer experiences. Whether you’re an established financial leader or an emerging FinTech innovator, Hexaware looks forward to be your partner for thriving in the digital era.
Hexaware: Shaping the future of financial services, one solution at a time
“A CIO will only be as successful as the team and the partnerships they build around them. It’s why we chose Hexaware as the strategic partner for our Compass program, EBRD’s ERP transformation. Having the right partner to work closely with us is key to any successful change journey within an IT organisation. You can’t run a bank at the scale of EBRD without this type of partnership. The nuances required, the skill they’re offering along with the design thinking and innovation they’re able to bring to the table in a short space of time is truly impressive. We’re counting on Hexaware to continue making a big impact.”
Subhash Chandra Jose, Managing Director for Information Technology, EBRD
Click here to read more about EBRD’s journey towards delivering a transformation programme to support the bank’s global investment efforts
Interface looks back on another year of ground-breaking tech transformations and the leaders driving them. We spoke with tech leaders…
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Interface looks back on another year of ground-breaking tech transformations and the leaders driving them. We spoke with tech leaders across a broad spectrum of sectors – from banking, health and telcos to insurance, consulting and government agencies. Read on for a round up of some of the biggest stories in Interface in 2024…
EY: A data-driven company
Global Chief Data Officer, Marco Vernocchi, reflects on the transformation journey at one of the world’s largest professional services organisations.
“Data is pervasive, it’s everywhere and nowhere at the same time. It’s not a physical asset, but it’s a part of every business activity every day. I joined EY in 2019 as the first Global Chief Data Officer. Our vision was to recognise data as a strategic competitive asset for the organisation. Through the efforts of leadership and the Data Office team, we’ve elevated it from a commodity utility to an asset. Furthermore, our formal strategy defined with clarity the purpose, scope, goals and timeline of how we manage data across EY. Bringing it to the centre of what we do has created a competitive asset that is transforming the way we work.”
Lloyds Banking Group: A technology and business strategy
Martyn Atkinson, CIO – Consumer Relationships and Mass Affluent, on Lloyds Banking Group‘s organisational missive around helping Britain prosper, which means building trusted relationships over customer lifetimes by re-imagining what a bank provides.
“We’ve made significant strides in transforming our business for the future,” he reveals. “I’m really proud of what the team have achieved with technology but there’s loads more to go after. It’s a really exciting time as we become a modern, progressive, tech-enabled business. We’ve aimed to maintain pace and an agile mindset. We want to get products and services out to our customers and colleagues and then test and learn to see if what we’re doing is actually making a meaningful difference.”
Arianne Gallagher-Welcher, Executive Director for the USDA Digital Service, in the Office of the OCIO, on the USDA’s tech transformation and how it serves the American people across all 50 states.
“If you’d told me after I graduated law school that I was going to be working at the intersection of talent, HR, law, regulations, and technology and bringing in technologists, AI, and driving innovation and digital delivery, I’d say you were nuts,” she says. “However, it’s been a very interesting and fulfilling journey. I’ve really enjoyed working across a lot of different cross-government agencies. USDA is the first part of my career where I’m really looking at a very specific mission-driven organisation versus cross-agency and cross-government. But I don’t think I’d be able to do that successfully without the really great cross-government experiences I’ve had.”
Virgin Media O2 Business: A telco integration supporting customers
David Cornwell, Director – SMEs, on the unfolding telco integration journey at Virgin Media O2 Business delivering for Business customers
“If you’ve got the wrong culture, you can’t develop your people or navigate change…” David Cornwell is Director of Technical Services for SMEs at Virgin Media O2 Business. He reflects on the technology journey embarked upon in 2021 when two giants of the telco space merged. A new opportunity was seized to support businesses with the secure, reliable and efficient integration of new technology.
Nick Edwards, Group CDO at The AA, on the organisation’s incredible technology transformation and how these changes directly benefit customers.
“2024 has been a milestone year for the business,” explains Edwards. “It marks the completion of the first phase of the future growth strategy we’ve been focused on since the appointment of our new CEO, Jakob Pfaudler.” Revenues have grown by over 20%, allowing The AA to drive customer growth with technology. “All of this has been delivered by our refreshed management team,” he continues. “It reflects the strength of our people across the business and the broader cultural transformation of The AA in the last three years.”
Dave Murphy, Financial Services Lead, Global at Publicis Sapient, gave us the lowdown on its third annual Global Banking Benchmark Study.
The report reveals that artificial intelligence (AI) dominates banks’ digital transformation plans, signalling that their adoption of AI is on the brink of change. “AI, machine learning and GenAI are both the focus and the fuel of banks’ digital transformation efforts,” he says. “The biggest question for executives isn’t about the potential of these technologies. It’s how best to move from experimenting with use cases in pockets of the business to implementing at scale across the enterprise. The right data is key. It’s what powers the models.”
Chief Information Officer Simon Birch and Chief Customer & Transformation Officer Danielle Handley discuss Bupa’s transformation journey across APAC and the positive impact of its Connected Care strategy.
“Connected Care is our primary mission. We’ve been focusing our time, investment and energy to reimagine and connect customer experiences,” says Simon. “It’s an incredibly energising place to be. Delivering our Connected Care proposition to our customers is made possible by the complete focus of the organisation and the alignment leaders and teams have to the Bupa purpose. Curiosity is encouraged with a focus on agility, collaboration and innovation. Ultimately, we are reimagining digital and physical healthcare provision to customers across the region. Furthermore, we are providing our colleagues with amazing new tools to better serve our customers throughout all of our businesses.”
Gregg Aldana, Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, on how a disruptive approach to technology can drive innovation.
While the whole world works towards automating as many processes as possible for efficiency’s sake, businesses like ServiceNow are supporting that change evolution. ServiceNow’s platform serves over 7,700 customers across the world in their quest to eliminate manual tasks and become more streamlined. We spoke to Aldana about how it does this and the ways in which technology is evolving.
Innovation Group: Enabling the future of insurance
James Coggin, Group Chief Technology Officer on digital transformation and using InsurTech to disrupt an industry.
“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.”
Chief Information Officer William Sanson-Mosier on the development of advanced technologies to empower emergency responders and enhance public safety
“Ultimately, my motivation stems from the relationship between individual growth and organisational success. When we invest in our people, and we empower them to innovate with technology and problem-solve, they can deliver exceptional results. In turn, the organisation thrives, solidifying its position as a leader in its field. This virtuous cycle of growth and innovation is what drives me.” CIO William Sanson-Mosier is reflecting on a journey of change for the San Francisco Police Department (SFPD). Ignited by the transformative power of technology to enhance public safety and improve lives.
Certain procurement pain points can prove debilitating for a business, freezing it in its tracks when it’s trying to grow…
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Certain procurement pain points can prove debilitating for a business, freezing it in its tracks when it’s trying to grow and improve. This is where companies like Candex are able to step in and turn a headache into something so simple, it requires no further thought.
Danielle McQuiston is the Chief Customer Officer at Candex. She’s been with the fintech startup for five years, spending two decades prior to that working in procurement at Sanofi. Candex is a technology-based master vendor that allows customers to engage with and pay one-off or small suppliers without setting them up in their system. This means that the system doesn’t get clogged up with suppliers that are rarely or never going to be used again.
“We’re primarily used for what companies consider tail spend, and we typically deliver it as a punchout catalogue for a really simple user experience,” McQuiston explains. That ability to support lots of customers was what drew her to the role. “Coming to Candex, I was very excited about what they were doing and wanted to help as many companies as possible.”
Addressing tail spend
That ability to address tail spend in a unique way is the main thing that differentiates Candex. It’s an enormous problem for procurement professionals. The way Candex delivers it is through a digital plug-and-play solution, removing the need to be dependent on human intervention. “It’s a horizontal solution for any good or service, and it’s available in over 45 countries now,” says McQuiston. “It becomes part of the customer’s ecosystems and leverages the P2P process. It’s super compliant, and allows a lot of control.”
With this tool in place, Candex’s customers are able to gain much better control over their smaller purchases, defining what is allowed to be purchased. For many, this tool allows them to put tighter restrictions on purchases than their e-procurement systems are able to do. Additionally, Candex runs suppliers through screenings every day, which generally doesn’t happen for small, rarely-used suppliers.
“We run really detailed compliance and sanction screening against all those vendors, taking away a really daunting task from customers,” McQuiston states. “Customers probably check those suppliers once when they’re being set up, but then they never look at them again. Every day, we’re checking them, and keeping an eye on them when our customers can’t.”
Candex’s reporting is extremely detailed, and provides customers with the kind of real-time visibility they wouldn’t normally get – even in their own systems. Reports are generated weekly or monthly, including the diversity status of suppliers. This is data that a lot of clients then feed directly into their Power BI tools and data lakes, meaning they’re able to integrate it seamlessly into their other data.
Cleaning up the data
The whole purpose and aim of Candex’s tool is to make life easier for its customers, streamline its processes, and improve efficiencies. To that end, standardisation is key when it comes to business improvements, and that includes preparing data prior to implementing new technologies and processes. When it comes to ensuring a business’s data is healthy – before launching into major tech changes – accepting the necessity of making foundational change is key.
“Data cleansing processes are ugly, cumbersome, and long – and everyone has to do them,” McQuiston comments. “But you have to accept that you’re going to have to do something, if you want to get a handle on your spend. First and foremost, you need to standardise the way you name things, the way you put data in the system, and you need a really strict discipline around that. All of those things will make backend processes a lot easier.”
It’s just one of many considerations CPOs need to bear in mind when seeking out technology solutions and implementation. Modern procurement departments have a seat at the wider business table now, and what they do impacts the entire business. So when it comes to utilising solutions for the sake of the business at large, there are many factors to think about.
“As with any data or technology, it’s all about garbage in and garbage out,” says McQuiston. “Any advanced technology should be used with caution and viewed with a critical eye. You have to start with knowing what you want out of it.
“A lot of times, people put technology in place because it looks interesting, but you need to start with the problem and work backwards. If the issue is user experience, you need to make sure that whatever you’re implementing focuses on a positive UX. If the problem is unclean data, you need to make sure you’re putting in place all the foundational elements you need to make that better. Always start from the perspective of implementing a technology based on a problem, rather than the other way around.”
Improving UX in 2025
It’s a seriously dynamic time to be involved in procurement right now, as evidenced by the intense buzz around us at DPW Amsterdam as we sit with McQuiston. As we look ahead, she envisions that procurement will have an increasingly powerful impact on user experience. This is particularly important at a time when tasks are becoming increasingly automated, with less and less direct human interaction.
“We’re also seeing a pretty big leap forward in terms of best practice sharing amongst our clients,” says McQuiston, something that events like DPW also encourage. “For Candex, a big theme of 2024 has been getting our clients together to share best practices and information, helping them to develop further expertise in the field. 2025 will have more of the same, but there’s now a higher level of maturity out there in the way customers are considering tail spend. As people continue to onboard solutions, it will be interesting to see how that impacts the UX in relation to Candex. We’re always looking for ways to make our tool more user-friendly and add better functionality.”
All of this is why Candex’s customers love the company. On a base level, Candex takes a complex pain point and makes it simple. In a broader sense, the reason Candex is becoming so popular is the way it works with people. “The most common feedback we get from customers and suppliers is that we’re great to work with because we’re so flexible,” says McQuiston. “We hired a team of procurement experts, so our team is made up of people who really understand the pain of our clients, and can anticipate their fears, their needs, and cater to those.”
Making procurement slicker, more streamlined, is the name of the game right now – and this is precisely why Globality…
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Making procurement slicker, more streamlined, is the name of the game right now – and this is precisely why Globality exists. It’s an organisation which leverages advanced, native-built AI to make sourcing more autonomous for Fortune 500 and Global 2000 companies, meaning it has a finger on a pulse of the technology tools procurement now has access to as the industry shifts and evolves.
Keith Hausmann is the Chief Customer Officer at Globality. He has been working in procurement since the early 90s, both in industry as a service provider, and now, at a technology company. He came to Globality from Accenture, where he ran the operations business. During his first real job after college, Hausmann was also part of a training program at a major Fortune 500 company, working closely with a COO. At some point they got into a conversation about salespeople seemingly having an advantage over procurement people due to their access to information, knowledge, and training. The COO suggested that they launch a company to help support procurement. For Hausmann, it was a serendipitous entry to the industry.
“I came to Globality because I saw the business was struggling with how to scale, automate, and deliver a differentiated user experience. Ultimately, I found it really compelling, and joined about five years ago.”
Achieving 10X thinking
Hausmann admits that the concept of what procurement is has only been defined relatively recently, and he’s been in the industry long enough to have seen the shift happen and suddenly accelerate over the last few years. Now, procurement professionals are in a position where they’re able to think big, and they have the tools to support that way of thinking. One of the most-discussed topics right now is 10X, whereby businesses are setting targets for themselves that are 10 times greater than what they can realistically achieve.
“There continues to be, and always has been, so many mind-numbing manual activities that go on in procurement spaces,” says Hausmann. “We’ve built small armies of teams to handle those things. I think 10X has prompted us to take a step back and ask if there’s now technology that can uplift the role of people in the function and take on some of those automatable tasks. Whether that’s writing RFPs, discovering suppliers, or analysing proposals – these are all things that can be automated in today’s technological world. With 10X thinking, you can imagine the many, many, many things that can be automated and just go after them.
“There are barriers, of course. The biggest one is not being able to convey a compelling vision of what we want people to do in the new world. It’s not necessarily about making them go away – it’s about making their daily jobs, lives, and work more valuable. There are so many things around category thinking and strategy that don’t get done because people are spending so much time on tasks that could be automated. So I think the barrier is creating that vision and that plan to shift the operating models, roles, and the skill sets to something new and different.”
People power
Hausmann believes that if roles are reshaped and honed in response to automation, it’s less likely that there will be resistance to change because employees will know exactly what they’re doing, rather than being concerned about their future. “They have to know what they’re doing before they jump on board. It just requires a mindset change and good change management.”
Hausmann believes it’s down to the CPO to drive that change management by conveying the activities, impacts, roles, and operating model they envision. If they can paint a picture of how humans can impact things in a new way, alongside the new technology rather than against it, suddenly it’s an exciting prospect and people are keen to make a bigger impact.
CFOs and CPOs joining forces
While CPOs now have a long-deserved seat at the table to help push change business-wide, CFOs’ roles are also expanding and having an increased impact on procurement. “I think they’ve always influenced what’s going on in procurement,” says Hausmann. “CFOs are the champions of many things, but certainly improving the bottom line of the company. They’re also champions of using technology to make the organisation more resilient, more scalable, and more efficient. There was a time when people thought that the CTO or CIO would be doing that, but more often than not, the CFO is the ultimate owner of improving business impacts. More and more, we’re seeing our customers leaning on the CFO to help them make decisions about investments that have a big impact through technology and AI.
“These days, the relationship between the CFO and CPO is wildly different to what it once was, and CFOs are showing more interest in procurement as a function than ever, making a difference to the bottom line. It makes sense because, in theory, procurement controls one of the biggest cost line items in a company, besides raw headcount.”
Matching the pace of technology
The fact that we still need to focus on change management and relationships confirms that the way procurement is changing isn’t just about the technology. Far from it. However, technology is moving at an incredible pace and needs to be taken seriously. There are things that are possible now which couldn’t be done even one or two years ago.
“A few years ago, technology couldn’t write an RFX document for you,” Hausmann says. “Technology could not instantaneously bring to light the most relevant suppliers from within a customer’s supply base, or in the broader market. It couldn’t write a contract, or an SOW, or a work order. It can now. Those are things that are near and dear to my heart that were impossible 3-5 years ago.”
With these tools in mind, procurement professionals are able to think about the future in short-term stints. Five-year plans are no longer good enough when it comes to the way procurement is shifting – a year is now the maximum for putting plans in place.
“I’ve always thought that procurement, from the perspective of technological advancement and investment perspective, should sit under a broader business umbrella,” says Hausmann. “I’d guess that probably 50% of companies in the world right now have some kind of program in place to save money or improve agility by investing in technology. And speed to market is more important than ever, so sourcing can’t be a bottleneck.”
Looking ahead, Hausmann expects to see many of the unique, differentiated technology providers becoming interoperable together, because big enterprises want services that operate and scale well in combination with others.
“We’re seeing that a lot, and working with our customers on how we improve interoperability and integration,” he says. “Tools will become more seamless, more easy-to-use, more scalable. Another big thing is, and will continue to be, analytics. It’s a hot topic in procurement, and I think there are profound opportunities to be deployed. For Globality, we’ll continue to endlessly innovate on user experience, ease of use, and beyond.”
“I’m overwhelmed,” are Matthias Gutzmann’s first words when asked about DPW Amsterdam 2024. At the end of the bustling two-day…
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“I’m overwhelmed,” are Matthias Gutzmann’s first words when asked about DPW Amsterdam 2024. At the end of the bustling two-day event, we sat down with Gutzmann, the company’s founder, and Herman Knevel, DPW’s CEO, for a debrief. Gutzmann also quite rightly pointed out that the final word on summarising those 48 hours is in the hands of the sponsors and attendees, but if the countless conversations we had with said sponsors and attendees are anything to go by, it was the best DPW event yet. And Gutzmann and Knevel agree.
“I really think that’s the case,” says Gutzmann. “We almost doubled the number of exhibiting startups, we had over 120 sponsors, more startup pitches than ever, and all the feedback I’ve heard so far has been amazing. There are always things you can do better, but I’m absolutely happy.”
Across the 9th and 10th of October, DPW Amsterdam welcomed over 1,300 attendees through its doors at Beurs van Berlage, Amsterdam. Those attendees arrived from 44 countries across 32 industries, and the event itself featured 72 sessions with 140 speakers across five stages. It’s abundantly clear that people are deeply passionate about DPW.
“On day one, it was already packed at 8:30 in the morning,” Knevel states. “The energy in the room was contagious, and the numbers speak for themselves. The startups, the innovators, the corporates, the mid-market – everybody who’s here has a genuine interest in what these guys are bringing to the procurement space.”
Reconnecting with the vision
Gutzmann describes that intangible energy as “bringing a little bit of joy back to procurement”. For many years, procurement was a very ill-defined concept – almost as ill-defined as the role of CPO. The shift has been a quick one, accelerated further by the COVID-19 pandemic, and events like DPW Amsterdam are part of the reason why. CPOs having somewhere to go, to meet, to learn about the procurement landscape is vital, hence that inspiring energy that permeates every DPW event.
“A lot of people are missing that vibe,” Gutzmann continues. “It’s why I founded DPW. I was inspired by Mark Perera [Chairman of DPW], who I worked with at Vizibl, and had great technology while also being so inspiring. I realised we needed to connect founders with CPOs. I think every CPO should talk to one startup founder per week, at least. It’s important that we listen to their vision.”
Striving for 10X
The core of those visions for the 2024 event revolves around the concept of 10X, the idea being that you set targets for your business that are 10 times greater than what you think you can realistically achieve. It keeps people ambitious, always striving for greatness, and it’s especially prevalent in startup culture – hence Gutzmann’s belief that CPOs should be connecting with them more.
“Deciding on 10X for this year’s theme was serendipity,” says Knevel. “The term came along and Matthias said, ‘this is it – this is what we need in procurement’. This is what the industry needs, and we’re exploring it, diving deeper.”
“Last year’s theme was ‘Make Tech Work’, which was all about getting the basics right in order to scale,” Gutzmann continues. “This year we said, ‘how can we take it further?’ We are entering the biggest wave of AI yet. That technology is giving us the opportunity and the possibility to scale outcomes. The world around us is changing so fast, so we need to be more agile, scalable, and faster in procurement. It’s a very ambitious, maybe lofty theme, but it’s a mindset more than anything else.”
“It’s the mindset that drives innovation and speed,” Knevel adds. “That’s really important in this age of procuretech and supply chain tech.”
When it comes to honing that 10X mindset, it’s all about having a purpose in mind. A lot of the procurement professionals we spoke to at DPW Amsterdam called this a ‘north star’, which is the phase Gutzmann uses too. “That’s where it starts. There’s so much procurement can do. There are so many problems in the world, and I believe procurement can be the solution to many of those. So I think it starts with the CPO and their leadership, their vision. You also have to embrace startup innovation, be more experimental in the way you work, instigate new ways of working, and be bold in your thinking. You also have to remember it’s okay to fail.”
Growing DPW
Something that’s particularly impressive about DPW Amsterdam 2024 is that it’s actually the second of the year. Back in June, DPW ventured into the North American market with an intimate summit held in New York City, which CPOstrategy was fortunate enough to be invited to. Planning one wildly popular event a year is one thing, but venturing into a whole new part of the world with an additional one is incredibly dedicated.
“I’m a bit more conservative when planning ahead, so there probably wouldn’t be a New York event without Herman encouraging me,” says Gutzmann. “I’m glad he said ‘let’s go for it’. It was a short-term plan, but it was ultimately very successful and the right decision.”
Knevel adds: “The feedback we got from sponsors and delegates was quite impressive. They were asking for more. And it’s not just Matthias and myself – we have a great team here. This is a massive production, but we made the jump and it’s paid off.”
Inspiration for 2025
When it comes to the lessons Gutzmann and Knevel have learned in response to this event, it’s more about narrowing down the influx of ideas DPW gives them. By the time we spoke with them at the end of the Amsterdam 2024 event, their heads were spinning with inspiration.
“I have so many ideas,” says Gutzmann. “Every year we reinvent the show, so we never rest. We’re always asking what we can do better. How can we improve? I think this year we maxed out the number of sponsor stands that are possible to have. We doubled the number of under-30 attendees. There’s the potential to go a little deeper on the talent side, connecting students with the corporates and building a proper program around that.”
There was also the Tech Safari this year. The idea was to make the expo hall easier to navigate, since it was more crowded than ever this year. Members of the DPW team acted as ‘super connectors’ to help attendees find the right solutions and help startups find new customers. The aim was to simply make it easier for everyone involved to find what they’re looking for in small groups,enabling them to find who they wanted, talk to them, and ask questions. It turned out to be an amazing interactive experience for people, making sure they felt thoroughly looked after and valued.
“Plus there’s an opportunity to cater more to the corporates coming in,” Gutzmann continues. “Perhaps we will build a custom program for them around the event. Some of them are already coming in with teams and doing annual leadership meetings outside of the venue, but I think there’s scope to show them solutions and do some workshops within the event. We can also do more with day zero, where we have site events. There’s much more we can do.”
Giving CPOs what they want
As for the broader future of the event, DPW’s heart lies in Amsterdam and will continue to do so. The organisation is building its team even further and putting strategies in place for future events, allowing it to move forward. “We follow the demand of what our customers want,” Knevel says. That’s what really drives DPW and how the event is themed and set up. The organisation listens to CPOs so it can give them exactly what they need, and what will help the industry level up further and further.
“There are things we’re still developing,” says Gutzmann. “For example, the podcast studio [something introduced in its current form for 2024] is something Herman is very passionate about, so it was great to test it out here. There’s more we can do with that. We have so many ideas and it’s important to engage our amazing team on these ideas and see what they think along the way.”
“We’re ideating a lot,” Knevel adds. “And we’re asking our ecosystem what we should do more of.”
“Ultimately, we’re bringing in the voice of the customer to make sure we’re giving them what they want and need,” Gutzmann concludes. “That’s the whole purpose of DPW.”
Our cover star, EY’s Global Chief Data Officer Marco Vernocchi, tells Interface why data is a “team sport” and reveals…
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Our cover star, EY’s Global Chief Data Officer Marco Vernocchi, tells Interface why data is a “team sport” and reveals the transformation journey towards realising its potential for one of the world’s largest professional services organisations.
Welcome to the latest issue of Interface magazine!
Global Chief Data Officer, Marco Vernocchi, reflects on the data transformation journey at one of the world’s largest professional services networks.
“Data is pervasive, it’s everywhere and nowhere at the same time. It’s not a physical asset, but it’s a part of every business activity every day. I joined EY in 2019 as the first Global Chief Data Officer. Our vision was to recognise data as a strategic competitive asset for the organisation. Through the efforts of leadership and the Data Office team, we’ve elevated data from a commodity utility to an asset. Our formal data strategy defined with clarity the purpose, scope, goals and timeline of how we manage data across EY. Bringing data to the centre of what we do has created a competitive asset that is transforming the way we work.”
PivotalEdge Capital
Sid Ghatak, Founder & CEO of asset management firm PivotalEdge Capital, spoked to us about the pioneering use of “data-centric AI” for trading models capable of solving the problems of trust and cost.
“I’ve always advocated data-driven decision-making throughout my career,” says Ghatak. “I knew when I started an asset management firm that it needed to be data-centric AI from the very beginning. A few early missteps in my career taught me the importance of having a stable and reliable flow of data in production systems and that became a criterion.”
LSC Communications
Piotr Topor, Director of Information Security & Governance at LSC Communications, discusses tackling the cyber skills shortage, AI, and bringing together the business and IT to create a cyber-conscious culture at a global leader in print and digital media solutions.
Topor tells Interface: “The main challenge we’re dealing with is overcoming the disconnect between cybersecurity and business goals.”
América Televisión
Interface meets again with Jose Hernandez, Chief Digital Officer at América Televisión, who reveals how the company is embracing new business models, and maintaining market leadership in Peru.
“Launching our FAST channel represents a pivotal step in diversifying our content delivery and monetisation strategies. Furthermore, aligning us with global trends while catering to the changing viewing habits of our audience,” says Hernandez.
Also in this issue of Interface, we hear from eflow about new approaches to Regtech; get the lowdown on bridging the AI skills gap from CI&T; and GCX on the best ways to navigate changing cybersecurity regulations.
This month’s cover story sees our sister brand Fintech Strategy reporting from Money20/20 Europe in Amsterdam – a pivotal event…
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This month’s cover story sees our sister brand Fintech Strategy reporting from Money20/20 Europe in Amsterdam – a pivotal event in the fintech calendar, drawing over 8,000 participants from 2,300 companies worldwide.
Welcome to the latest issue of Interface magazine!
The RAI Amsterdam Convention Centre was the location for the world’s leading fintech conference. Money20/20 Europe offered a unique blend of insightful keynotes, panel discussions, and networking opportunities that underscored the transformative power of emerging technologies in financial services. We met with SC Ventures, Lloyds Banking Group, OSB Group, AirWallex, Plaid, Paymentology, Episode Six, Mettle (Nat West Group) and more to take the pulse of the latest trends across the fintech landscape.
Under the theme of ‘Human X Machine’, Money20/20 Europe explored the relationship between humans and intelligent machines, focusing on how the partnership between artificial and human intelligence will forge a new era in finance…
Publicis Sapient: Global Banking Benchmark Study
Interface was also proud to partner with Publicis Sapient at Money20/20 Europe for the launch of its third annual Global Banking Benchmark Survey. The survey draws on the insight of over 1000 senior executives in financial services across various global markets and focuses on the goals, obstacles, and drivers of digital transformation.
We spoke with Head of Financial Services Dave Murphy about its findings. “The survey focuses on how to think about solving problems end-to-end. Banks are dealing with legacy issues and taking a customer first view into solving the challenges. The practical application of AI across the banks is a significant theme as they look to automate decision-making and deliver better credit risk models.”
At the launch event for the study, Eoghan Sheehy, Associate MD, and Grace Ge, Senior Principal, highlighted that banks are primarily focused on improving existing processes rather than introducing new ones. Data Analytics and AI are identified as key priorities for digital transformation, with a focus on internal use cases and efficiency.
Eoghan and Grace also discussed the challenges faced by banks, including regulation, competition from companies like Amazon, and the need to attract talent. They emphasised the importance for financial institutions of modernising core infrastructure and building cloud infrastructure to support ongoing digital transformation. The study also notes the prevalence of the development of custom-made tools and the prioritising of internal use cases for AI implementation. Eoghan and Grace also provided examples of repeatable use cases and discussed the success factors for Data Analytics and AI.
STO Building Group: Enabling and Empowering People
Claudia Healey, Chief Human Resources Officer at STO Building Group, spoke to Interface about the HR platform empowering its people in pursuit of a strategic vision… “Culture is the number one priority in a people business like STO Building Group (STOBG). If you’re not nurturing and inspiring your folks, well, they can just vote with their feet. They don’t have to stay. Or they could do worse, they could quit and stay. And that’s something we would never want. Meeting your people where they’re at, understanding their goals and aspirations, and how you can help them reach their potential is vital. Realising how you can really see your people and truly understand what matters to them, is an incredible priority.”
Also in this issue, AI hype has previously been followed by an AI winter, we hear from Scott Zoldi, Chief Analytics Officer at FICO who asks, ‘Is the AI bubble set to burst?’ Elsewhere, we round up the top events in tech and learn how businesses can ensure their cloud storage is more sustainable in an age of rising demand for data and AI. Cloud storage without the climate cost is possible explains Fasthosts CEO Simon Yeoman.
Kelvin Moore, CISO & Acting Deputy CIO, on a successful cyber transformation journey at the US Small Business Administration driven by federal agency collaboration
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This month’s cover story celebratesa successful cyber transformation journey driven by federal agency collaboration.
Welcome to the latest issue of Interface magazine!
US Small Business Administration: Evolving with Technology
Kelvin Moore, CISO & Acting Deputy CIO, reveals a successful cyber transformation journey at the US Small Business Administration driven by federal agency collaboration. Moore is tasked with securing a platform that offers support for small businesses and entrepreneurs. “It’s my team’s mission to ensure cybersecurity across the agency from an operational perspective and in turn guarantee the security of the programs that support our constituents.”
NAB Private Wealth: Comprehensive, integrated, and relationship-led
NAB (National Australia Bank) Private Wealth’s Michael Saadie and Mike Allen share a vision for comprehensive, integrated wealth management enabled by technology but driven by people. We learn more… “To achieve efficiency and simplification, we’ve consolidated all wealth operations under one channel,” Saadie explains. “Previously, JBWere, nabtrade, and our investment advisors operated independently. Now, we’ve brought these teams together and integrated them end-to-end. This means our operations team provides core capabilities serving all distribution channels.”
The AA: Driving growth with a powerful legacy
Nick Edwards, Group CDO at The AA, talks about the organisation’s incredible technology transformation and how these changes directly benefit its customers. “2024 has been a milestone year for the business, marking the completion of the first phase of the future growth strategy we’ve been focused on since the appointment of our new CEO, Jakob Pfaudler,” he explains. Revenues have grown by over 20%, allowing The AA to drive customer growth. “All of this has been delivered by our refreshed management team,” Edwards continues. “It reflects the strength of our people across the business and the broader cultural transformation of The AA in the last three years.”
Piedmont Healthcare: Data-driven progress
We first spoke with Piedmont Healthcare’s Mark Jackson in the winter of 2022. Since then, the scope of his role at the healthcare provider has expanded considerably. Now its Chief Data Officer (CDO), Jackson has overseen a reorg of his 45-strong team. “I take a lot of pride in efficiency,” he reveals. “I think it’s the key component of our success. Everybody experiences failure. What I want us to do is have the ability to fail quickly and get to working solutions faster because I believe in this way, we can deliver a lot of value with a small and nimble team.”
Nuffield Health: Agile digital transformation
When we talk about incredible digital transformations in Interface Magazine, it’s really only a snapshot of an organisation. In reality, this kind of digital transformation is an ongoing process with no end. When we spoke to Jacqs Harper and Dave Ankers from Nuffield Health in 2022, they had a few things in mind to keep them busy as the charity’s big change evolved.
However, as this transformation evolved, an explosion of change happened in so many directions. Far more than the organisation’s technology team intended. Harper (who leads Technology at Nuffield Health), Ankers (IT Strategy & Delivery Director), and Mark Howard (Head of Technology Engineering) have followed up over 18 months after the initial interview to really dig into all the exciting things that have changed since then, and expand on all of Nuffield Health’s ambitious plans.
Also in this issue, we round up the top events in tech; get advice from Bayezian on how to avoid the risks associated with jailbreaking LLMs and speak with iGTB CEO Manish Maakan about leadership in the FinTech space. And to keep up to date with the latest insights and developments in this space check out our new launch, FinTech Strategy.
Episode Six (E6), a leading global provider of enterprise-grade payment processing and ledger infrastructure, announces its expansion in Europe through…
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Episode Six (E6), a leading global provider of enterprise-grade payment processing and ledger infrastructure, announces its expansion in Europe through a new partnership with A-Tono. This collaboration marks E6’s entry into the Italian market as part of its broader global expansion strategy.
A-Tono, an Italy-based multifaceted company, operates a technology lab, a payment institute supervised by the Bank of Italy, a nonprofit organisation, and a digital agency. This partnership will enable A-Tono to enhance the payment solutions offered by its brand DropPay®, an online payment account designed to simplify the payment experience for both consumers and businesses. The collaboration aims to expand DropPay®’s offerings with the addition of gift cards, loyalty programs, and cashback initiatives.
By integrating E6’s enterprise-grade payment processing and ledger technology, A-Tono will provide its clients across various sectors in Italy with access to the latest global payment capabilities. This transition to E6’s technology will broaden A-Tono’s payment processing and solutions services, offering clients more flexibility, choices, and revenue streams.
The partnership will deliver innovative payment solutions seamlessly integrated into existing infrastructures, providing secure, scalable, and customer-centric experiences. While cash remains predominant for many Italians, digital payments grew by 12% last year compared to 2022, totalling €444 billion, up from €397 billion. This represents a significant opportunity for payment solutions providers and retailers.
Orazio Granato, CEO of A-Tono, commented: “E6 shares our passion and vision for providing best-in-class, innovative payment products and services. This partnership enables companies to benefit from the latest and safest technology while ensuring customisable, personalised experiences that meet the local needs and expectations of their customers.”
John Mitchell, CEO and Co-Founder of Episode Six, added: “This partnership not only marks our entry into the Italian market but also a significant step in our global expansion. There is a huge unmet need in Italy that we plan to fulfill. We’re excited about the opportunities we can offer Italian businesses and consumers by combining our unique, expansive, and robust technology with A-Tono’s expertise, reach, and local knowledge. Together, we aim to raise the bar, broaden local capabilities, and exceed expectations.”
As the exclusive provider, E6’s TRITIUM® platform will power A-Tono’s Cards-as-a-Service offering, allowing them to configure products to meet their customers’ needs. The modern payment platform will simplify, accelerate, and broaden A-Tono’s offerings, reducing costs and time to market while providing a configurable foundation to build additional payment products and initiatives.
We’re excited to celebrate the 50th issue of Interface magazine with our readers. During a half century of monthly magazines,…
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We’re excited to celebrate the 50th issue of Interface magazine with our readers. During a half century of monthly magazines, we’ve delivered insights from technology leaders representing an array of industries from banking and healthcare to IT and construction. We’re proud to feature a diverse range of companies – from Amazon to Zoom – at the cutting edge of tech and keep lifting the lid on the latest developments in everything from AI and Cybersecurity to CX and Fintech. We’re keen to see what the next 50 issues will bring and hope you’ll join us on that journey…
Welcome to the latest issue of Interface magazine!
David Cornwell, Director – Small to Medium Enterprise, talks about the unfolding telco integration journey at Virgin Media O2 Business delivering benefits for Business customers. “There’s been a huge process of rationalisation and requalifying what we need to unlock efficiencies. It’s a technology journey our customers are on too. We understand the challenges inherent in that so, as a customer-first organisation, we’re well placed to support them bringing mobile and fixed connectivity services together in one place.”
Abzena:
CIO David Williamsondescribes the work Abzena is doing with transformative technology, its use of data, and what the future of health tech looks like… “We’re always trying to use data to help our client achieve more with it. And Abzena is very innovative on the scientific front… Having the opportunity to see things that weren’t possible to see when looked at traditionally is having a dramatic impact on how we’re able to treat diseases.”
York County:
Director of IT Tim Wyatt discusses technology in local government, cybersecurity outreach, and why community is at the heart of his team’s work at York County. “We’ll continue to make smart investments for cybersecurity, work to stay ahead of the new threats to our citizen’s data, and ensure we’re entrusted with and reliably provide services that our citizens and our County can depend on.”
Klamath Health:
Klamath Health Partnership’s CTOJessica Chastain describes the work she’s done to upgrade the organisation, the challenges that come with rural healthcare, and how she’s using data for good. “Data can show you a lot about the health of your organisation, including how to grow or shrink it to make it the best environment for your clientele.”
Also in this issue, we hear from Global & UK CEO Carlos Jaureguizar about the digital transformation journey helping Bupa become the world’s most customer-centric healthcare company, Mizaic CEO Jon Pickering explains how harnessing data-driven insights at the point of care can be achieved with a new EDMS (electronic document management system) and we re-visit our chat with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent, Martyn Atkinson, to learn how an ambitious FinTech journey, combined with a people-centred culture, is driving change for customers and colleagues across the Group.
Our cover story this month focuses on the work of Gregg Aldana and his team. The Global Area Vice President,…
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Our cover story this month focuses on the work of Gregg Aldana and his team. The Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, reveals how a disruptive approach to technology can drive innovation. “We were inspired by our customers – they were the ones who started tapping into our underlying platform to build their own custom applications and workflows.”
Welcome to the latest issue of Interface magazine!
Welcome to a world of possibilities where technology meets business at the interface of change…
Gregg Aldana, Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, on how a disruptive approach to technology can drive innovation. “We were inspired by our customers – they were the ones who started tapping into our underlying platform to build their own custom applications and workflows.”
Harry Reid International Airport: A technology transformation journey
Chief Information Technology Officer Rishma M. Khimji on the digital transformation journey delivering seamless passenger experiences to millions of travellers at one of America’s busiest airports. “We have multiple large projects planned to build that next baseline for Harry Reid International Airport. We’re moving up our levels of service, our redundancy, our recovery and our protective services to truly be a technology focused forward-looking airport.”
CBA: A new dawn of digital adoption for business banking
At the Commonwealth Bank of Australia (CBA), Michael Vacy-Lyle, Group Executive for Business, is driving the renaissance for business banking with a wave of digital development at Australia’s largest bank. “Our goal is utilising our data assets to differentiate CBA and completely change the way our business customers see their bank.”
Telia: Scaling for tomorrow
Telia‘s Cloud & IT Infrastructure leader Kai Viljanen on scaling and future-proofing a tech transformation. “IT businesses in recent years are starting to move even faster with customer demands. It’s extremely important to keep improving time-to-market. There’s increasing demand for IT organisations to offer more services with reduced costs. Telia’s top management released our new strategy and IT transformation initiative around four years ago. We’ve been working on it ever since.”
Peavey Industries: Adapting ecommerce to customer needs
Peavey Technology & Ecommerce leader Shaun Guthrie on keeping the customer at the heart of business transformation. “If you’re going to bury your head in the sand with old technology, you won’t survive the up cycles.”
CNA: A cultural revolution empowering transformation
Rizwan Jan, CIO of CNA Corporation, on prioritising the significance of fostering cultural shifts while navigating business transformation and addressing cyber risk. “We’re promoting a culture with a security-first mindset where every employee understands their role in safeguarding our data and our systems.”
Virginia ABC: IT freedom through strategic partnership
CIO Paul Williams on Virginia ABC‘s transformation, the process of becoming independent, and how businesses can avoid IT obsolescence. “We believe that if we can keep our customers happy with our service and delivery, we are more likely to be able to continue modernising the last few legacy systems.”
Also in this issue, we hear from Emergn CEO Alex Adamopulos on the need for a dual mindset approach in the adoption of advanced technology, round up the must attend tech events and speak with Sanofi‘s Landry Giardina, Global Head of Clinical Supply Chain Operations Innovation & Technology talks data-driven performance, resilience, and operational excellence.
Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital…
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Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital Service, in the Office of the OCIO, her team’s mission is to drive a tech transformation at the USDA. The goal is to better serve the American people across all of its 50 states.
Welcome to the latest issue of Interface magazine!
Welcome to a new year of possibility where technology meets business at the interface of change…
“We knew that in order for us to deliver what we needed for our stakeholders, we needed to be flexible – and that has trickled down from our senior leaders.” Arianne Gallagher-Welcher, Executive Director for the USDA Digital Service reveals the strategic plan’s first goal. Above all, the aim is to deliver customer-centric IT so farmers, producers, and families can find dealing with USDA as easy as using an ATM.
BCX: Delivering insights & intelligence across the Data & AI value chain
We also sat down with Stefan Steffen,Executive Leader for Data Insights & Intelligence at BCX. He revealed how BCX is leveraging AI to strategically transform businesses and drive their growth. “Our commitment to leveraging data and AI to drive innovation harnesses the power of technology to unlock new opportunities, drive efficiency, and enhance competitiveness for our clients.”
Momentum Multiply: A culture-driven digital transformation for wellness
Multiply Inspire & Engage is a new offering from leading South African insurance provider Momentum Health Solutions. Furthermore, it is the first digital wellness rewards program in South Africa to balance mental health and physical health in pursuing holistic wellness. CIO, Ndibulele Mqoboli, discusses re-platforming, cloud migrations, and building a culture of ownership, responsibility, and continuous improvement.
Clark County: Creating collaboration for the benefit of residents
Navigating the world of local government can be a minefield of red tape, both for citizens and those working within it. Al Pitts, Deputy CIO of Clark County, talks to us about the organisation’s IT transformation. He explains why collaboration is key to support residents. “We have found our new Clark County – ‘Together for Better’ – is a great way to collaborate on new solutions.”
Also in this issue, we hear from Alibaba’s European GM Jijay Shen on why digitalisation can be a driving force for SMEs. We learn how businesses can get cybersecurity right with KnowBe4 and analyse the rise of ‘The Mobility Society’.
For our first cover story of 2024 we meet with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent,…
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For our first cover story of 2024 we meet with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent, Martyn Atkinson, to learn how an ambitious growth agenda, combined with a people-centred culture, is driving change for customers and colleagues across the Group.
Welcome to the latest issue of Interface magazine!
Welcome to a new year of possibility where technology meets business at the interface of change…
Lloyds Banking Group: A technology & business strategy
“We’ve made significant strides in transforming our business for the future,” explains Martyn Atkinson, CIO for Consumer Relationships & Mass Affluent at Lloyds Banking Group. “I’m really proud of what the team have achieved. There’s loads more to go after. It’s a really exciting time as we become a modern, progressive, tech-enabled business. We’ve aimed to maintain pace and an agile mindset. We want to get products and services out to our customers and colleagues. We’ll test and learn to see if what we’re doing is actually making a meaningful difference.”
AFRICOM: Organisational resilience through cybersecurity
We also speak with U.S. Africa Command’s (AFRICOM) CISO Ryan Larsen on developing the right culture to build cyber awareness. He is committed to driving secure and continued success for the Department of Defence. “I often think of every day working in cyberspace a lot like counterinsurgency warfare and my time in Afghanistan. You had to be on top of your game every minute of every day. The adversary only needs to get lucky one time to find you with that IED.”
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ALIC: Creating synergy to scale at speed with Lolli
Since 2009 the Australian Lending & Investment Centre (ALIC) has been matching Australians with loans that help build their wealth. It has delivered over $8.3bn in loans to more than 22,000 leading Australian investors and businesses. Managing Director Damian Brander talks ethical lending and the challenges of a shifting financial landscape. ALIC has also built Lolli – a broker enhancement platform built by brokers, for brokers.
Sime Darby Motors: Driving digital, cultural, and business transformation together
Sime Darby Berhad is one of the oldest and most successful multinational companies in Malaysia. It has a twin focus on the Industrial and Motors sectors. The company employs more than 24,000 people, operating across 17 countries and territories. Sime Darby Motors’ Chief Digital & Information Officer Tuan Jean Tee shares how he makes sure digital, cultural, and process transformation go hand in hand throughout one of APAC’s largest automotive multinationals.
Also in this issue, we hear from Microsoft on the art of sustainable supply chain transformation, Tecnotree map the key trends set to impact the telecoms industry in 2024 and our panel of experts chart the big Fintech predictions for the year ahead.
A passionate advocate for diversity, inclusion and equity of opportunity, Executive GM Ana Marinkovic leadsa team of 1,600+ small business experts. They lend over $1.2bn a month to Australian small businesses. National Australia Bank (NAB) plays a major role in propelling entrepreneurship across the country. Delivering better outcomes for small business owners sits at the very heart of NAB’s strategy. “Our scale and connectivity help us to tackle some of the biggest challenges facing our business and the communities we operate in,” says Ana.
TUI: Making travel plans mobile
The mobile side of TUI has never been more vital. TUI’s mobile apps were officially launched in 2013 and began as something of a proof of concept. For the entire international industry, moving from web to mobile devices was a huge shift. The initial set of apps were very skeletal and only integrated for UK and Nordic customers.
One of this year’s goals is to accelerate the native journey to make all the customer journeys native. This will further improving the customer experience. After a recent UI refresh, the app look and feel is fresh and sleek, and has plenty of exciting features for customers to enjoy. “Just in the last couple of months we’ve introduced an integration with OpenAI for a travel planner that helps you choose excursions,” Donia adds. “Seeing it grow over the years is so exciting.”
TARA Energy Services: tech fuelling growth
“Continuous improvement is woven into the fabric of the culture at TARA Energy Services,” says its proud Director of IT, Paul Parzen. “Every day, we face new challenges, both operationally in the field and strategically in the boardroom. We must make sure the organisation’s IT strategy for data management, core infrastructure, network architecture, and security is ready to meet them.”
Link Group: Shaking up UK’s pension market via digitalisation
“Some people might say, ‘wow, a pension. That sounds a little boring.’ But at the end of the day, what we do is help people retire in the best way possible and that’s a pretty good place to be.”
Those are the words of Dee McGrath, CEO of Link Group’s Retirement Solutions since May 2019. The company is a global, digitally-enabled business connecting millions of people with their pension assets – safely, securely and responsibly.
Evara Health: Technology delivering care for all
Evara Health’s mission statement is to help people become healthy and live healthy lives, and that means all people. A lot of health organisations don’t serve everybody and their treatments aren’t available under many types of insurance. However, Evara Heath doesn’t turn anybody away. It supports the underserved and the uninsured, and patients are treated regardless of whether they can afford it. Around 25% of patients have no insurance at all, and over half are covered by Medicaid, which isn’t accepted by everyone.
Amit Thawani, CIO for Consumer Data & Engagement Platforms at Wells Fargo, on the journey towards becoming a customer-centric company
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This month’s cover story reveals how a customer-centric approach to technology is helping Wells Fargo deliver stable, secure, scalable, and innovative services.
Welcome to the latest issueof Interface magazine!
It’s our biggest issue yet! The common theme this month is the focus on the creation of customer-centric technologies that offer reliable, secure and helpful user journeys from travel and banking to health and business.
Interface dives deep for insights on understanding, planning, implementing and communicating change across industries.
Amit Thawani, Chief Information Officer (CIO) for Consumer Data & Engagement Platforms (CDEP) on the technology journey at Wells Fargo: “All tech employees at Wells Fargo are tasked with working towards delivering stable, secure, scalable, and innovative services at speed that delight and satisfy our customers while unleashing the skills potential of our employees.”
TUI: Developing a technology ecosystem
Kristof Caekebeke, CIO for Product & Engagement, is a member of the leadership team that is driving the transformation of the TUI technical ecosystem which has seen Master Domain Owners taking different blocks of the ecosystem under their control to roll out across the organisation.
TUI Group
Responsible for product and engagement, Caekebeke’s focus is on building products out of the thousands of hotels, flights, experiences and cruises TUI is offering. “I’m responsible for every contact point between the customer and TUI. The websites, the mobile apps, the retail systems – any contact point we have between the customer and TUI. It’s a large team of 1,100 tech people.
A digital bank transformation journey with Banco PAN
“Until 2018 Banco PAN was very much an analogue company reliant on legacy paper processes,” recalls Leandro Marçal. Joining the bank in December 2020, to become Technology & Operations Director (CIO/COO), Marçal was tasked with accelerating a digital transformation journey.
“Banco PAN invested in innovation before I arrived,” says Marçal. “It is my team’s job to formalise the path towards becoming a digital bank. Our legacy operation was digitalising. It was an opportunity to improve the customer experience with our checking account and credit card systems.”
Pohlad Companies: The power of people
A pillar of the community in Minneapolis, Pohlad Companies is well known to Minnesotans for its influence, its charity work, and the opportunities it has created for people since the 1950s.
Alongside significant commercial real estate investments, Pohlad Companies owns a custom engineering and robotics company, a group of automotive dealerships specialising in luxury vehicles, a film production studio, and many more businesses. Famously, the Pohlad family also owns the Minnesota Twins, a Major League Baseball team.
This variety is part of what makes Rachel Lockett’s job so exciting. She’s Pohlad Companies’ CIO and has spent a decade in her current role. Lockett began her career as a programmer over 25 years ago and quickly moved into IT leadership management.
Coalfire: Embracing change in cybersecurity
If you wait for something to happen, then it’s often too late. The art of having a finger on the pulse is an essential ingredient to success. Failure to manage change and implement cybersecurity protocols could mean leaving an organisation vulnerable to hackers.
Sreeveni Kancharla, Coalfire’s first Chief Information Officer, is leading the company’s digital transformation with unwavering determination. As a cybersecurity advisor, Coalfire assists private and public sector organisations in managing threats, closing gaps, and mitigating risks. Kancharla ensures that her team stays up-to-date with the latest technologies to guard against zero-day attacks.
Uni of Kansas Health: Cybersecurity at the heart
Speed versus safety. The two topics are intrinsically linked and vital in their own individual way. But can you have both in healthcare when the risks are so great? Ultimately, there is no higher stake than saving people’s lives – it goes above everything and is why cybersecurity is so vital.
Protecting the healthcare system
“There’s nothing more important to me than patient care,” affirms Michael Meis, Associate Chief Information Security Officer at The University of Kansas Health System. “It is one of the highest callings you can imagine, to be able to help people. While the cybersecurity team and me, individually, do not directly care for patients, we enable a lot of that patient care to continue and to be able to achieve some of the goals that the health system has set to provide that healing, research, and innovation within the healthcare space.”
Also in this issue, we ask ChatGPT what the future holds for AI and learn from Zoom how businesses can leverage analytics for insights from their hybrid events.
How Minted is leveraging digital technology to make investment in precious metals, accessible, affordable and simple
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Shahid Munir, co-founder of Minted, discusses how his firm is competing with larger banks for a spot at the top table of investment in fintech.
Few industries have boomed like the fintech space over the past few years. With a plethora of new technology at consumer fingertips like never before, banks are being properly challenged by upcoming startups offering an alternative solution. Among these is Minted, aiming to make the buying, selling, transferring and delivery of physical precious metals simple through flexible monthly plans and one-time purchases. The company was founded in 2018 by three close friends – Shahid Munir, Hamzah Almasyabi and Haroon Siddiq – with a shared passion for entrepreneurship, technology and the opportunities the financial industry presented. Their combined drive led to the creation of Minted.
Shahir Munir, Co-Founder, Minted
The rise of Minted
Munir, co-founder of Minted, admits the journey has been a “rollercoaster” since the trio decided to launch their venture. “It’s certainly been exciting,” he explains. “It’s been a great learning curve and was a case of taking an industry where so many people were so used to doing it one way and offering something new. This has been challenging because we have a great product, but no one understood it. We’ve had to go out and educate people first in what has been a journey of growth, but it’s a constant journey.”
A decade ago, financial technology was considered by many as ring-fenced by bigger banks. But Munir stresses he has tried to change that narrative and offer competition which provides tremendous value. “Previously, a bank was the only way you could provide financial products,” he says. “Technology has allowed more innovative and creative solutions to launch and test the bigger banks and what they became bad at which was the customer experience. Now you see bigger banks adopt a lot of the technology and some of the practices used by challenger banks which can only be a good thing. Being in London has also helped because it is one of the leading hubs for fintechs and really supports the financial technology industry.”
Armed with different skillsets, the three co-founders complement each other with a diverse range of experience. With Almasyabi bringing an operations background and Siddiq bringing business strategy, Munir completes the line-up with finance and technology know-how. “I think it’s what sets us apart and makes us different,” he says. “Our backgrounds mean we’re not tunnel visioned and can see clearly when things aren’t working. We have a great thinktank within the business which helps us come up with ideas.”
Making precious metals accessible, affordable and simple
“I recall seeing a meme about how the price of a Freddo chocolate had changed over the years, no longer being its trademark 10p, it was now 200% more expensive and also smaller in size. This led me down rabbit-hole of trying to understand why most items go up in price as years pass and rarely come back down again. I became fascinated with how the government increases the money supply and the concept of inflation – my money buys me less in the future than it does today.
“I met with the other two founders that same night and the thoughts extended from my mind into an intense conversation about quantitative easing, Brexit, cost of living – snacks were being consumed faster than the rate of government borrowing. Where could we park our money, what was better than money? That was when the penny-dropped (pardon the pun). Hamzah proclaimed: ‘What about gold, guys?’”
Digital disruption
Through Minted, customers will have full legal ownership over their gold and can also request to have their gold delivered to a verified address. The gold and silver are stored in a grade 10 vault in the UK with the highest level of security possible. The products are fully insured by Lloyds of London at the current value while in vaulted storage as well as when being transported.
As a digital disrupter, one of the biggest challenges Minted continues to face is a lack of understanding. Customer assurance is an important priority, and the organisation has established several initiatives to gain trust. Minted is registered and regulated by the Financial Conduct Authority (FCA) which means the firm operates to the highest financial standards and guidelines as determined by the FCA. “I feel like we need to go that extra mile,” stresses Munir. “What I think we underestimated at first was the extent to which people needed to ask questions until we launched a live chat facility on the website. This function helps build our knowledge base and allows us to hold the customer’s hand throughout the process. We’ve also found success when we’ve attended face to face exhibition events and had one-on-one interactions. It’s been brilliant to see first-hand the customer perception and look at what we can do better to meet their needs.”
Munir says he has noticed a trend of people starting with a “flutter” to test the water and check out the process. “I think it’s important that people build their confidence and recognise the value in what we offer,” he explains. “Once this is done, we often see those same customers make larger transactions. We know our difference can be a challenge for some people to accept which is why education is such an important topic to us. We have to keep doing explainer videos, use social media and hold community sessions to be there for customers.”
Scaling up
Minted recently launched its own app which offers customers an even easier way to manage their gold and silver, as well as introducing a tool to partner with businesses called Minted Connect. Munir believes the move has helped showcase an advanced, modern way for people to own physical items. “I love the app as it just makes things so much easier for customers via the platform,” he explains. “It’s been fantastic, a one-stop solution that helps stores the precious metals for free and allows them to be delivered at any time. In a world where everything is so digitally enabled it is nice to offer something physical – people don’t even buy cars anymore. Hopefully via customer feedback we can make improvements to the app that will help us develop new features.”
Munir believes gold is increasingly being seen as an alternative for savings and affirms global pressures like the threat of inflation amid economic uncertainty has helped people to realise the full potential of Minted’s offering. “In the past if you wanted to save money, you simply open a saver account and start adding money but with gold it was often a little trickier,” he says. “But with Minted we’ve simplified the process and tried to make it as automated as possible. Gold is a great alternative which has stood the test of time.”
Looking ahead, Minted is showing no signs of slowing down and is expanding into different territories. Munir remains positive for the next few years and what comes next for his organisation. “We’re working towards expanding the team because I feel like we’re at the stage now where each of our departments needs its own team of people to run each department,” he explains. “We’re scaling up and branching into new markets such as Turkey, and focusing in on developing the business to business side too.”
The digital landscape is changing day by day. Ideas like the metaverse that once seemed a futuristic fantasy are now…
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The digital landscape is changing day by day. Ideas like the metaverse that once seemed a futuristic fantasy are now coming to fruition and embedding themselves into our daily lives. The thinking might be there, but is our technology really ready to go meta? Domains and hosting provider, Fasthosts, spoke to the experts to find out…
How the metaverse works
The metaverse is best defined as a virtual 3D universe which combines many virtual places. It allows users to meet, collaborate, play games and interact in virtual environments. It’s usually viewed and accessed from the outside as a mixture of virtual reality (VR), (think of someone in their front room wearing a headset and frantically waving nunchucks around) and augmented reality (AR), but it’s so much more than this…
These technologies are just the external entry points to the metaverse and provide the visuals which allow users to explore and interact with the environment within the metaverse.
This is the ‘front-end’ if you like, which is also reinforced by artificial intelligence and 3D reconstruction. These additional technologies help to provide realistic objects in environments, computer-controlled actions and also avatars for games and other metaverse projects.
So, what stands in the way of this fantastical 3D universe? Here are the six key challenges:
Technology
The most important piece of technology, on which the metaverse is based, is the blockchain. The blockchain is essentially a chain of blocks that contain specific information. They’re a combination of computers linked to each other instead of a central server which means that the whole network is decentralised. This provides the infrastructure for the development of metaverse projects, storage of data and also allows them the capability to be compatible with Web3. Web3 is an upgraded version of the internet which will allow integration of virtual and augmented reality into people’s everyday lives.
Sounds like a lot, right? And it involves a great deal of tech that is alien to the vast majority of us. So, is technology a barrier to widespread metaverse adoption?
Jonothan Hunt, Senior Creative Technologist at Wunderman Thompson, says the tech just isn’t there. Yet.
“Technology’s readiness for the mass adoption of the metaverse depends on how you define the metaverse, but if we’re talking about the future vision that the big tech players are sharing, then not yet. The infrastructure that powers the internet and our devices isn’t ready for such experiences. The best we have right now in terms of shared/simulated spaces are generally very expensive and powered entirely in the cloud, such as big computers like the Nvidia Omniverse, cloud streaming, or games. These rely heavily on instancing and localised grouping. Consumer hardware, especially XR, is still not ready for casual daily use and still not really democratised.
“The technology for this will look like an evolution of the systems above, meaning more distributed infrastructure, better access and updated hardware. Web3 also presents a challenge in and of itself, and questions remain over to what extent big tech will adopt it going forward.”
Storage
Blockchain is the ‘back-end’, where the magic happens, if you will. It’s this that will be the key to the development and growth of the metaverse. There are a lot of elements that make up the blockchain and reinforce its benefits and uses such as storage capabilities, data security and smart contracts.
Due to its decentralised nature, the blockchain has far more storage capacity than the centralised storage systems we have in place today. With data on the metaverse being stored in exabytes, the blockchain works by making use of unutilised hard disk space across the network, which avoids users within the metaverse running out of storage space worldwide.
In terms that might be a bit more relatable, an exabyte is a billion gigabytes. That’s a huge amount of storage, and that doesn’t just exist in the cloud – it’s got to go somewhere – and physical storage servers mean land is taken up, and energy is used. Hunt says: “How long’s a piece of string? The whole of the metaverse will one day be housed in servers and data centres, but the amount or size needed to house all of this storage will beentirely dependent on just how mass adopted the metaverse becomes. Big corporations in the space are starting to build huge data centres – such as Meta purchasing a $1.1 billion campus in Toledo, Spain to house their new Meta lab and data centre – but the storage space is not the only concern. These energy-guzzlers need to stay cool! And what about people and brands who need reliable web hosting for events, gaming or even just meeting up with pals across the world, all that information – albeit virtual – still needs a place to go.
“The current rising cost of electricity worldwide could cause problems for the growth of data centres, and the housing of the metaverse as a whole. However, without knowing the true size of its adoption, it is extremely difficult to truly determine the needed usage. Could we one day see an entire island devoted to data centre storage? Purely for the purposes of holding the metaverse? It seems a little ‘1984’, but who knows?”
Identity
Although the blockchain provides instantaneous verification of transactions with identity through digital wallets, our physical form will be represented by avatars that visually reflect who we are, and how we want to be seen.
The founder of Saxo Bank and the chairman of the Concordium Foundation, Lars Seier Christensen, argues, “I think that if you use an underlying blockchain-based solution where ID is required at the entry point, it is actually very simple and automatically available for relevant purposes. It is also very secure and transparent, in that it would link any transactions or interactions where ID is required to a trackable record on the blockchain.”
Once identity is established, it is true that it could potentially become easier to assess creditworthiness of parties for purchasing and borrowing in the metaverse due to the digital identity and storage of each individual’s data and transactions on the blockchain. However, although it sounds exciting, there must be considerations into how it could impact privacy, and how this amount of data will be recorded on the blockchain.
Security
There are also huge security benefits to this set up. The decentralised blockchain helps to eradicate third-party involvement and data breaches, such as theft and file manipulation, thanks to its powerful data processing and use of validation nodes. Both of these are responsible for verifying and recording transactions on the blockchain. This will be reassuring to many, given the widespread concerns around data privacy and user protection in the metaverse.
To access the blockchain all we will need is an internet connection and a device, such as a laptop or smartphone, this is what makes it so great as it will be so readily available. However, to support the blockchain, we’re relying on a whole different set of technologies. Akash Kayar, CEO of web3-focused software development company Leeway Hertz, had this to say on the readiness of the current technology available: “The metaverse is not yet completely mature in terms of development. Tech experts are researching strategies and
testing the various technologies to develop ideas that provide the world with more feasible and intriguing metaverse projects.
“Projects like Decentraland, Axie Infinity, and Sandbox are popular contemporary live metaverse projects. People behind these projects made perfect use of notable metaverse technologies, from blockchain and cryptos to NFTs.
“As envisioned by top tech futurists, many new technologies will empower the metaverse in the future, which will support the development of a range of prolific use cases that will improve the ability of the metaverse towards offering real-life functionalities. In a nutshell, the metaverse is expected to bring extreme opportunities for enterprises and common users. Hence, it will shape the digital future.”
Currency & Payments
Whilst it’s only considered legal tender in two countries, cryptocurrency is currently a reality and there is a strong likelihood that it will eventually be mass adopted. However, the metaverse is arguably not yet at the same maturity level, meaning cryptocurrency may have to wait before it can finally fully take off.
Golden Bitcoin symbol and finance graph screen. Horizontal composition with copy space. Focused image.
There is no doubt that cryptocurrency and the metaverse will go hand-in-hand as the former will become the tender of the latter with many of the current metaverse platforms each wielding its native currency. For example Decentraland uses $MANA for payments and purchases. However, with the volatility of crypto currencies and the recent collapse of trading platform FTX indicating security lapses, we may not yet be ready for the switch to decentralised payments.
Energy
Some of the world’s largest data centres can each contain many tens of thousands of IT devices which require more than 100 megawatts of power capacity – this is enough to power around 80,000 U.S. households (U.S. DOE 2020) and is equivalent to $1.35bn running cost per data centre with the cost of a megawatt hour averaging $150.
According to Nitin Parekh of Hitachi Energy, the amount of power which takes to process Bitcoin is higher than you might expect: “Bitcoin consumes around 110 Terawatt Hours per year. This is around 0.5% of global electricity generation. This estimate considers combined computational power used to mine bitcoin and process transactions.” With this estimate, we can calculate that the annual energy cost of Bitcoin is around $16.5bn.
However, some bigger corporations are slowly moving towards renewable energy to power their projects in this space, with Google signing close to $2bn worth of wind and solar investments in order to power its data centres in the future and become greener. Amazon has also followed in their footsteps and have become the world’s largest corporate purchaser of renewable energy.
They may have plenty of time yet to get their green processes in place, with Mark Zuckerberg recently predicting it will take nearly a decade for the metaverse to be created: “I don’t think it’s really going to be huge until the second half of this decade at the earliest.”
About Fasthosts
Fasthosts has been a leading technology provider since 1999, offering secure UK data centres, 24/7 support and a highly successful reseller channel. Fasthosts provides everything web professionals need to power and manage their online space, including domains, web hosting, business-class email, dedicated servers, and a next-generation cloud platform. For more information, head to www.fasthosts.co.uk
Todd Salmon, Executive Advisor for Strategic Services at GuidePoint Security, on the cybersecurity challenge of keeping up with the pace of the ever-changing digital world
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This month’s cover story explores how GuidePoint Security, an elite team of highly trained and certified experts, cut through cybersecurity chaos and confusion to put control back in customers’ hands.
Welcome to the latest issueof Interface magazine!
Interface welcomes in 2023 with a need-to-know list of what we can expect from technology this year and how it can allow enterprises to gain a competitive edge in a disruptive and increasingly digital world. Faced with everything from process mining and AI to quantum-readiness and the metaverse we cut through the hype to bring you the facts.
GuidePoint Security: digital transformation in cybersecurity
“Cybersecurity is in such a reactive mode because of the sheer volume of risks and vulnerabilities an organisation faces,” says Todd Salmon, Executive Advisor for Strategic Services at GuidePoint Security. “We see a lot of copycats and repeat attacks happen, but at the end of the day it’s all about creating solutions to help combat those problems.”
GuidePoint’s elite team of highly trained and certified experts, cut through cybersecurity chaos and confusion to put control back in customers’ hands. Helping them make the smartest, most informed cyber risk decisions, and choose and integrate the best-fit solutions to build the most effective cybersecurity program, Salmon discusses the challenge of keeping up with the pace of the ever-changing digital world.
bp: a strategic reinvention
“We are investing in digital to drive process efficiency and improve insights; but also to develop our people with the skills we need for now, and the future at bp. This means we are playing to win while caring for our people through investing in their personal development,” says Head of Strategic Transformation Nick Hales.
“After setting the right foundations through various remediation and compliance initiatives, we embarked on our digital transformation journey,” adds Strategy & Transformation Manager Emmanouela Vlachantoni. “There was a clear opportunity to standardise and streamline our controls environment to reduce complexity and increase insight.”
Fairfax County: winning the IT war with cybersecurity
Meanwhile, across the pond, we learn how Fairfax County in the State of Virginia is reaping the rewards of a cybersecurity program enabling government services and keeping citizens safe. “My role is to educate our leadership to ensure they understand the business value of cybersecurity as it relates to government services. Being accountable for the security of their systems and data is a key factor in developing a successful cyber program,” explains CISO Michael Dent.
Also in this issue, we round up the key tech events and conferences across the globe and, with the help of the experts at Fasthosts, take a deep dive into the metaverse… Can virtual reality become our reality? Read on to find out.
Our cover story this month investigates how Fleur Twohig, Executive Vice President, leading Personalisation & Experimentation across Consumer Data & Engagement Platforms, and her team are executing Wells Fargo’s strategy to promote personalised customer engagement across all consumer banking channels
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This month’s cover story follows Wells Fargo’s journey to deliver personalised customer engagement across all its consumer banking channels.
Welcome to the latest issue of Interface magazine!
Partnerships of all kinds are a key ingredient for organisations intent on achieving their goals… Whether that’s with customers, internal stakeholders or strategic allies across a crowded marketplace, Interface explores the route to success these relationships can help navigate.
Our cover story this month investigates the strategy behind Wells Fargo’s ongoing drive to promote personalised customer engagement across all consumer banking channels.
Fleur Twohig, Executive Vice President, leading Personalisation & Experimentation across the bank’s Consumer Data & Engagement Platforms, explains her commitment to creating a holistic approach to engaging customers in personalised one-to-one conversations that support them on their financial journeys.
“We need to be there for everyone across the spectrum – for both the good and the challenging times. Reaching that goal is a key opportunity for Wells Fargo and I have the pleasure of partnering with our cross-functional teams to help determine the strategic path forward…”
IBM: consolidating growth to drive value
We hear from Kate Woolley, General Manager of IBM Ecosystem, who reveals how the tech leader is making it easier for partners and clients to do business with IBM and succeed. “Honing our corporate strategy around open hybrid cloud and artificial intelligence (AI) and connecting partners to the technical training resources they need to co-create and drive more wins, we are transforming the IBM Ecosystem to be a growth engine for the company and its partners.”
Kate Woolley, IBM
America Televisión: bringing audiences together across platforms
Jose Hernandez, Chief Digital Officer at America Televisión, explains how Peru’s leading TV network is aggregating services to bring audiences together for omni-channel opportunities across its platforms. “Time is the currency with which our audiences pay us, so we need to be constantly improving our offering both through content and user experiences.”
Portland Public Schools: levelling the playing field through technology
Derrick Brown and Don Wolf, tech leaders at Portland Public Schools, talk about modernising the classroom, dismantling systemic racism and the power of teamwork.
Also in this issue, we hear from Lenovo on how high-performance computing (HPC) is driving AI research and report again from London Tech Week where an expert panel examined how tech, fuelled by data, is playing a critical role in solving some of the world’s hardest hitting issues, ranging from supply chain disruptions through to cybersecurity fears.
This month’s cover story reveals the cycles of transformation, being led by CDO Lucho Torres, which are driving the disruptive digital journey at Peru’s second largest financial services group
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This month’s cover story reveals reveals the cycles of transformation driving the disruptive digital journey at Scotiabank Peru, the country’s second largest financial services group.
Welcome to the latest issue of Interface magazine!
A customer-centric vision is often an important factor in the journey towards a digital transformation where a commitment to continuous improvement can bring scalability and lasting growth. Interface taps the brains behind some of the biggest tech successes happening across the globe today…
Lucho Torres, SVP & Chief Digital Officer at Scotiabank Peru is on a mission to leverage the trust in a global banking leader founded in 1832 and lead a transformation to create “the most relevant, simple and fast digital bank for consumers and businesses” across Peru. “The challenge was to build a digital bank with scalability and sustainability. We have created a customer-centric value proposition by building and taking to the market our own digital platforms and financial products to deliver personalised and intuitive customer experiences.”
IBM
We speak with IBM’s AI & Data guru Jean-Philippe Desbiolles who gives us a fascinating overview of his book AI Will be What you Make of It: The 10 Golden Rules of Artificial Intelligence. “I am passionate about the fact that at IBM we are transforming businesses by leveraging technologies in a broad sense of the word. And one of those key technologies is Artificial Intelligence.” Listen to our podcast with Jean-Philippe here or you can watch it below…
Digital Transformation in healthcare, education and telecomms
Also in this issue, Michael Haenelt, CIO at the Weed Army Community Hospital tells us the story of the development of a state-of-the-art medical facility at Ft Irwin, in California’s remote Mojave Desert, where a commitment to digital transformation is at the beating heart of the organisation.
This month’s cover story explores the customer-centric digital transformation journey of leading insurer AXA being led by UK & Ireland CIO Darrell Ryman
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Our cover story this month explores how leading insurer AXA‘s customer-centric digital transformation journey is refining the art of the possible to unite business with technology.
Welcome to the latest issue of Interface magazine!
The opportunity to leverage data & analytics to transform organisations seeking to sharpen their digital focus and better connect with internal and external stakeholders is at the forefront of a revolution in connectivity driving both operational efficiency and growth. In this issue we bring you some inspiring stories that reflect the impact today’s innovations are having on shaping the business journeys of tomorrow…
This month’s cover story explores the customer-centric digital transformation journey being led by AXA’s UK & Ireland CIO Darrell Ryman. “It’s both a challenge and an opportunity for the insurance industry,” he reflects. “Many of the legacy systems firms use are now outdated and based on the nine-to-five business operating model – they’re not designed for the modern digital experience.” Ryman’s IT team is driving that transformation pivot by focusing on three key pillars: developing a digital backbone, becoming a digital business and creating a digital ecosystem.
https://www.youtube.com/watch?v=i6wxgQ2gAmI
XGS
Today’s on demand transactions require custom logistics solutions. We discover how flooring supply chain specialist Xpress Global Systems (XGS) is combining existing data with employee experience to deliver technology solutions that form the core of the company’s humanised approach to digital transformation.
EY
Also in this issue, Ken Priyadarshi CT AI leader of EY Technology, explains how the leading professional services network is developing Digital Twins to deliver big-data and low-latency scenario planning models for financial services: “It’s time for the digital twin to become a mainstream tool for the C-suite and go beyond the traditional manufacturing or operational use-cases.”
Data management driving efficiency and growth
Elsewhere, we learn how specialist insurance broker Howden is achieving success in Asia by establishing a structured, data-driven, engagement and distribution strategy; and reveal the way America’s leading critical infrastructure damage prevention firm, Stake Center Locating, is future-proofing by transferring its expertise from legacy systems to the cloud.
Our exclusive cover story this month explores how IAG Firemark Ventures is disrupting insurance to reimagine the customer journey today…
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Our exclusive cover story this month explores how IAG Firemark Ventures is disrupting insurance to reimagine the customer journey today
Welcome to the latest issue of Interface magazine!
Technology with the capacity to enhance customer journeys and evolve in line with our changing needs is the holy grail that the companies featured in this packed issue of Interface are on a quest to deliver…
Our cover star Scott Gunther, General Partner at IAG Firemark Ventures, embodies that pioneer spirit. Leading the investment arm of Australia and New Zealand’s largest insurer to think like a startup and drive innovation in the FinTech & InsurTech space, Gunther’s vision is being realised… “We not only provide staple financial services but the solutions that can make the world a safer place by reacting to everything from natural disasters to life-changing events.”
Trusted by 95% of Fortune 500 companies, Microsoft Azure is delivering transformative cloud journeys for organisations at all levels. Laurent Pierre Jr, General Manager for Azure Customer Experience Engineering Support (CXP), reveals how by creating a high trust environment, the speed at which you and your team can execute and perform becomes a force multiplier.
Keeping with the theme of transformative tech, BSI talk us through the innovation behind the extraordinary world of immersive auditing, outlining its advantages and the potential for a continuous wave of disruption set to provide deeper client value and change the dynamics of assurance forever.
Also in this issue, we hear from Lockton Re on how its global reinsurance business is benefiting from the deployment of smart solutions that leverage new technologies; speak with the CIO at the Office of Inspector General (a part of the US Department of Health & Human Services); discover advances in the digital approach to identity validation with Okta and get the lowdown from Vodafone on how blockchain has the potential to disrupt telcos.
Three years on from Open Banking launched in the UK, let’s look at what we’ve done and where we can go from here…
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Earlier this year, UK Open Banking celebrated three years. Since 13 January 2018, regulated third-party providers have been able to integrate with bank APIs to access customers’ financial data, in an effort to break down the barriers standing in the way of seamless data sharing.
The overarching goal of this new regime was to give consumers and businesses greater visibility and control over their finances, with technology at the forefront of this mission. Specifically, the pioneering Open Banking initiative was created to enable financial technology (fintech) providers to bring innovative new propositions to the SME and consumer market.
By extension, the users of Open Banking would benefit from products that were better suited to their unique financial situation, enabling them to compare available products in order to find the best deals on the market. So, as we reflect on three years of Open Banking, the question is: how much progress has been made, and what’s in store for the future?
Increasing collaboration through innovation
The introduction of a new requirement for all UK-regulated banks to allow customers to share their financial data with authorised third-party providers introduced a new era of collaboration within a previously segregated market.
Joined by one overarching mission – namely, to drive innovation and deliver the best possible customer experience – large banks and fintech startups began forming valuable partnerships. Thanks to more efficient data sharing, incumbents, for instance, have been able to integrate propositions developed by fintechs into their own platforms, in an effort to better meet the evolving needs of the customer.
The benefits to the customer are evident: a more interconnected and open financial ecosystem, which enables them to browse available products and access the right services for their needs.
Since its inception, Open Banking has served to shift the power to the customer and increase competition within the sector. By utilising new apps and digital platforms, banking customers now have access to a fuller and clearer view of their finances. This allows individuals to budget more effectively, switch products more easily, and generally make more informed decisions.
Increasing uptake
Since the initiative was launched in 2018, Open Banking adoption among UK consumers and businesses has surged. While generating awareness about its benefits has been a slow process (a recent PwC study found that only 18% of consumers were aware of what Open Banking means for them), the COVID-19 pandemic has driven Open Banking usage.
Today, over two million users utilise Open Banking-enabled applications and services. This number has doubled since January 2020, with the pandemic likely having a strong influence on the rate of uptake.
As disruption took hold and personal finances took a hit, many people turned towards online banking and money management apps, in search of tech solutions that could bolster their financial confidence. Since the first lockdown in March 2020, almost one in five (17%) of UK adults have started using an online banking service to help with their money management goals, with this figure rising to 45% among 25-34-year-olds.
Without the advent of Open Banking, the accessibility and value of such solutions would be questionable. After all, many of these fintech solutions use Open Banking to connect directly to users’ bank accounts to provide a more tailored service.
At the same time, it has also enabled financial services providers to obtain an accurate and up-to-date view of an individual’s financial situation, as well as their past and present behaviours, in order to deliver more personalised guidance.
How will Open Banking develop?
Open Banking today generally covers personal and business current accounts, credit cards and online e-money accounts. In the future, the concept will extend to cover all financial markets – from pensions to investments and insurance.
Now that we have built the underlying infrastructure, it will become easier to build on top of this. More complicated use-cases of Open Banking will begin to develop, with competition from non-traditional players such as fintechs and challenger banks stepping in to provide a range of new services – particularly within industries that previously strayed away from large scale digital transformation.
As the ability to let information flow between applications continues to improve, new products and iterations of existing offerings will be built, integrated and modified at a much greater speed than before. We will shift away from a closed banking system to one that encourages new aggregators, service partners, and payment providers to add value to existing businesses models, and in doing so, create a range of new customer-centred financial services.
Examples of innovations that we are already seeing include services that provide personalised advice to banking customers looking to improve their credit score, and applications that enable employees to save directly from their salary.
We’ve come a long way in the Open Banking revolution, giving consumers and businesses greater control over their financial lives and the ability to choose products and services that work best for them. As we progress further towards Open Finance, this initiative will give customers greater influence over a wider range of their financial data, and offer access to enriched financial services.
Ammar Akhtar is the co-founder and CEO of Yobota, a London-based technology company. Founded in 2016, Yobota has built a fast, flexible, cloud-native core banking platform, which allows clients to create and run innovative financial products. You can follow Yobota on LinkedIn and Twitter.
CoinCorner’s CEO, Danny Scott, explains why he believes there is more positive growth set for Bitcoin in 2021
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“As we come to the end of what has been an iconic year for Bitcoin, I can only see more positive growth in 2021 and here’s why…
By CoinCorner’s CEO, Danny Scott
Eggs with currency signs in wooden packing on a blue background. Golden egg with a bitcoin sign. Investment concept
“Living and breathing this extremely fast-paced industry and soaking up global bullish news daily means that I’ve forgotten more good news from this week alone than Bitcoin had in years back in its early days.
“Here are a few of the reasons why I’m incredibly bullish on Bitcoin for 2021.”
“Starting simply, Bitcoin is finite and there will only ever be 21 million. Back in May, we celebrated Bitcoin’s third halving —an event that happens roughly every 4 years, halving the supply of Bitcoin coming into circulation —and this year saw it go from 12.5 Bitcoin to 6.25 Bitcoin per block (every 10 or so minutes). There are expectations for what might come after, with history telling us that the Bitcoin price will typically begin to rise significantly (20x+) within the 18 months following a halving — often simply put down to supply and demand.
“While we know the supply is fixed, what about the dynamic demand? This is the part that I feel has been underestimated at each halving, including by ourselves at CoinCorner following the 2016 halving which led to the bull run of 2017. During the bull run, we were signing up a record number of registrations but our system and processes weren’t ready for this, and we weren’t alone. Some of the larger exchanges had to freeze registrations as they couldn’t handle the throughput, while others experienced technical issues with their trading engines locking up and websites going down due to overload.
“This time around though the industry as a whole is better prepared for the predicted 2021 bull run… it’s not perfect, but it’s better.”
Where’s the current demand coming from?
“Compared to 2017 when demand came from the retail market (this will eventually happen again, of course), the current demand is coming from an institutional level completely flying under the radar for many people and it looks set to continue through 2021.
“Roughly 27,000 Bitcoin are mined (brought into circulation) each month and although this may sound like a lot, it’s really not. For context, Grayscale added 32,000 Bitcoin to their portfolio in October, CashApp received $1.6 billion worth of revenue from their customers buying Bitcoin in Q3 2020 and PayPal has entered the cryptocurrency market, allowing customers to buy Bitcoin with full global roll out planned for next year.”
“In October, Microstrategy became the first publicly traded company to add roughly 38,250 Bitcoin to their balance sheet, with Square closely following in their footsteps with a purchase of 4,709. I fully expect to see this trend continue through 2021 as more companies look for the best place to exit their fiat positions and choosing Bitcoin as their inflation hedge asset.
“At CoinCorner, our balance sheet (like many other Bitcoin companies) already holds Bitcoin and this is likely to be a growing trend as inflation begins to kick in due to the current financial climate.”
What about traditional investment?
“Companies aside, traditional investors are also beginning to make their moves. The well-respected Rauol Pal has this year become more and more bullish on Bitcoin and his position, even more recently mentioning that he was going to sell his gold to buy more Bitcoin.
“Another example is Stan Druckenmiller and Paul Tudor Jones — two high-profile billionaires who recently opened up about their Bitcoin investments and how bullish they are for the coming years.
Stan is yet another person to compare Bitcoin to gold as an investment, stating he owns both but believes Bitcoin should outperform gold. He was quoted saying:
“…so I own many, many more times gold than I own Bitcoin, but, frankly, if the gold bet works, the Bitcoin bet will probably work better because it’s thinner and more illiquid and has a lot more beta to it.” — Daily Hodl
“Again, this is a trend we can expect to see continuing as wealthy individuals look to inflation hedge assets.”
“There are lots of price models and predictions coming out, with Stock-to-Flow (S2F) from PlanB being one of the more popular ones, all ranging in price from $50,000 to $288,000 per Bitcoin in 2021.
“The chart below shows the previous halvings, with the red line indicating our current progress since the halving earlier this year. If it continues to follow the previous trends, we can expect to see the S2F model being somewhat accurate — meaning that $288,000 may not be an unrealistic target price.”
“Touching briefly on the unfortunate situation the world has suffered this year, the coronavirus crisis had the knock-on effect of causing a long-awaited financial crash in March. This resulted in Government bailouts: the U.S. FED printing $3 trillion (plus another $2 trillion on the way), the Bank of England likely printing towards £1 trillion and many more around the world following suit. Not to forget the introduction of negative interest rates which look to become the norm. Although this may be necessary in their eyes to stimulate the economy and its future protection, this comes with a huge risk of inflation on a scale unseen in these territories before.
“Putting this into perspective, the FED printed $3.9 trillion between 2008 and 2014 during the 2008 financial crisis, and they’ve already surpassed this in 2020 alone, with more likely to come.
“When it comes to financial uncertainty, people look for a safe haven and Bitcoin is becoming this.”
“61.71% of all Bitcoin in circulation hasn’t moved within the last 12 months. Bitcoin investors have stomached sharp drops greater than 50% this year and still didn’t sell. Bitcoin’s sitting comfortably around the $15,000 — $16,000 region right now and still those coins aren’t moving. Bitcoin investors are here for the long-term, they have strong hands and are preparing for the next 20x.
“This Bitcoiner crowd is also continuing to accumulate and hodl more every day, leaving less liquidity available for newcomers. In turn, this will drive the price. Once Bitcoin pushes past the $20,000 previous all-time high and starts hitting mainstream media again, retail investors will enter just as they did in 2017, but this time with the backing of public global companies, billionaires and hedge funds.”
Online searches for Bitcoin
“A quick look on Google trends for the search term “Bitcoin” shows that interest today isn’t anywhere close to that of 2017, sitting at only 13%. Yet, the Bitcoin price is hovering around 75% and looks likely to hit that $20,000 before the interest spikes again.
“Interest during the 2013 bull run was only 10% of what 2017 became and so, I fully expect the 2021 bull run to peak “Bitcoin” interest in excess of 5x, maybe towards 15x, of what we saw in 2017.”
“Bitcoin’s history shows that after a halving (2012 and 2016), the price sees an incredible increase in the following year, with the year after that being the only negative years (2014 and 2018).”
2010: 𝟵,𝟵𝟬𝟬%
2011: 𝟭,𝟰𝟳𝟯%
2012: 𝟭𝟴𝟲%
2013: 𝟱,𝟰𝟴𝟭%
2014: -𝟱𝟳%
2015: 𝟯𝟰%
2016: 𝟭𝟮𝟯%
2017: 𝟭,𝟯𝟲𝟴%
2018: -𝟳𝟯%
2019: 𝟵𝟮%
2020: 𝟭𝟮𝟭% (so far)
Is Bitcoin a success?
“The industry has been challenged by a lot of negativity over the years, but as time has passed, its reputation and sentiment has grown stronger.
“At what point do we call something a success? 10 years? 20 years? What if it fails in 70 years time? Would that make Bitcoin a failure? No, it would mean that it’s had its time and something better has surfaced.
“Personally, I’ve gone past the stage of treating Bitcoin like an experiment, or wondering when it will be considered a success — I already see Bitcoin as a success.
“The Bitcoin community is continuing to build a decentralised monetary future and this is only the beginning.”
Tim Hardcastle, CEO and Co-Founder of INSTANDA, on what will be top of mind for insurers in 2021 and why technology will be critical
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“Insurance is the industry of risk. But the depth and breadth of COVID-19 – its impact on society and the economy – was not in insurers’ near-term planning models this year. Insurers and their customers enter 2021 in a world transformed. Physical and mental barriers have deteriorated. Walls separating businesses from customers have collapsed, with the discovery that digital can strengthen customer relationships.
ByTim Hardcastle, CEO and Co-Founder of INSTANDA
“As we enter this new world, insurance must reboot and reenergise. Reboot their business development plans, by investing in sophisticated digital tools and partnering with organisations that accelerate innovation. Reenergise their propositions and offerings, so their products continue to excite and stimulate customers.
“In practice, this means focusing on two areas: personalisation at scale and differentiation through digital engagement. Think Netflix and Disney plus, but in insurance.
“There is a more urgent pressure behind this need: cost. To avert another drop in earnings, insurers need to accelerate their digitalisation plans so they can take full advantage of reducing costs to industry leading levels of less than $1 per policy.
“What surprises could 2021 have in store? A potentially unavoidable one is the rapid acceleration of contextual or immersed insurance. Where customers buy insurance through another retail or business interaction – say, a new TV in Tesco – and insurance is embedded and sold through that. This not-so-surprise will bring new businesses challenges that only digital platforms can help solve.
“Another area which is exciting in the year ahead is the industry’s appetite to develop wider service-based offerings, such as pet and cyber insurance which provide extensive service wrappers. A pet wrapper, for example, may include advice on pet health and best practise to keep your pet healthy, with the aim to reduce bills and the insurance claim. This reflects the recognition of serving customers with a wider proposition than simply the claim pay-out.
“Our own business has adapted to respond to the challenge’s insurers faced this year. We’ve accelerated our plans to add more capability to the platform, such as launching our integration marketplace and digital billing and claims. We’ve done so in anticipation of a greater need from insurers to be braver in their approach to meet customer demand.
“Finally, I think the industry can expect a rebounding next year. There has been a downgrade in analysts’ predictions of 2020 results for several major players, as revenues slipped and claims increased. But we are also seeing rate increases in other segments so we anticipate 2021 earnings will rebound.
“2020 has brought a year of surprises to an industry that has dealt with some of the worst kinds of surprises, for centuries. A lesson it has taught – as surprises often do – is the necessity of adaptability; to be able to respond to customer demand and regulation, quickly.
“To prepare for this new year, organisations need to look at their existing infrastructure and business models and ask themselves: am I ready?”
The ‘Financial Sector, Threat Landscape 2020’ report revealed five top security challenges that the financial sector are currently facing, the risks of future threats, and how to spot these risks before it is too late. Here, CPOstrategy takes a closer look…
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We are no stranger to the notion of cyber security, but one industry that suffers the most from cyber security threats is the financial secretary. Key security measures within the sector have evolved dramatically with the likes of key codes, two factor authentication, voice ID, behavioural analysis, one-time passcodes, protective messaging and digital fingerprinting.
1. Ransomware
Amazingly, the term “ransomware” was only added to the dictionary three years ago. In that time however, ransomware has increased dramatically in terms of the frequency of incidents and the range of methods used to conduct them. Let it be known that the attackers are extremely sophisticated. Once they have your data, who’s to say that your data will be given back or decrypted even if you pay up. Worse still what’s stopping them coming back to attack you again? The report found that once an attack is made, the bad actor will sell the details on to their associates to go after the victim again after deployment, because the payload can still be there, activated and deactivated.
2. Internal Threats
The report takes a look at the Verizon, 2020 Data Breach Investigations Report (DBIR) where it shows that ‘employees’ mistakes account for roughly the same number of breaches as external parties who are actively attacking’ the organisation. Now isn’t that terrifying? Misdelivery within the company, by which information has inadvertently been sent to the wrong person, stands tall as one of the most common issues when it comes to the notion of insider threats. Next time you forward an email or send one to the wrong person/recipient, click on the wrong mailing list, that’s a misdelivery. In the interests of fairness, misdelivery is almost always accidental and non-malicious, but the effects can be devastating. Especially if sensitive data is inadvertently shared to the wrong recipient.
3) App Developments
There’s an app for that. There really is. Apps in the investment and finance space have grown substantially in 2020 which is of course a good thing, as the ability to invest online is quick and easy, and accessible to all. But, with demand comes rushed development. Many of these apps were developed quickly and quite frankly are not ready for cyber-attacks. So that means no two-factor authentication, no protection from appropriate regulations, are not patched or maintained properly, and do not have contingency plans in place to mitigate the effects of a cyber-attack. What that means then is personal information of app users is relatively easy to steal and sell. This can be done by creating duplicate fraudulent apps to trick the user. On these duplicate apps, the imagery and language of the genuine app is mirrored. Once the personal information is supplied, all the money involved (real and virtual) is up for grabs. And so begins the circle of ransomware life.
4) Third-Party Risks
Few organisations work on their own. Quite rightly too. Think about third parties that they use. Vendors, partners, email providers, service providers, web hosting companies, law firms, data management companies, subcontractors. The list goes on. They are all essential to business operations and a lot of these third parties share IT systems and even sensitive information through legal teams so it goes without saying that third parties may very well be an open backdoor into your financial systems for attackers to infiltrate.
5) COVID-19
Yep, even cyber crime has been affected by COVID. It is that unavoidable. Cyber criminals are continuing to target the financial sector even during the pandemic. There has been quite the spike in cyber attacks on banks, financial organisations and the third parties connected to them. Going back to simpler times before COVID-19, if an attacker wanted to sabotage a company or steal data, they would target the business itself. They’d aim their sights at the website, the social accounts, the logins and all their vulnerabilities. In response, organisations had counter measures in place. But now, you just need to target a single remote worker and the house of cards comes tumbling down.
While the virus has presented many challenges, it has also opened up opportunities for increased industry security and customer relationships. Agnė Selemonaitė, Deputy CEO at ConnectPay, explains.
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1. Increased industry security
Banks and other financial institutions have been a major target for scammers since the beginning of the pandemic; in fact, cyberattacks between February and April alone spiked an astonishing 238%. The increased volume of threats has encouraged companies to face the situation head-on and implement new safeguards.
“Putting more safeguards in place will benefit market players long after the crisis has blown over, as market players will be better equipped to deal with the constantly evolving digital threats,” says Selemonaitė.
2. Growth of digital payments market
Alongside the World Health Organization encouraging us to go cashless, the crisis has stimulated the growing amount of e-payments. Selemonaitė notes Sweden’s example: amidst the uncertainty, Sweden’s central bank signed an agreement to gain access to EU TIPS platform, which will act as the basis for the country’s own platform for instant payments.
“Sweden’s approach shows that in order to be in a better spot to satisfy increasing demand for faster, more convenient services – you need to be proactive,” Selemonaitė explains. “We follow this approach too; having realised our clients’ needs for greater options amidst quarantine, we integrated more payment methods into our Merchant API.”
3. Accelerating digital banking development
As banks had to severely limit their working hours during the lockdown, digital banking picked up the slack to accommodate the financial needs of people working from home. “As the new wave of customers sieged the system, faster development of banking services took precedence,” says Selemonaitė. In the US alone, over 45% of people have changed the way they bank amidst the crisis, and according to a European customer survey by McKinsey, there has been a 20% increase in digital engagement.
4. Enhanced customer experience
The aforementioned McKinsey survey showed that people who are highly satisfied with their digital banking experience are two-and-a-half times more likely to open new accounts with their existing bank than those who are just just satisfied. The aftermath of COVID-19 is expected to continue down the path of developing simplified UX to attract and retain clientele.
“Although requiring meticulous work, constant UX evaluation can greatly benefit product credibility and client retention, for instance, our first UX update led to doubling our monthly conversions,” says Selemonaitė. “It is likely that we will see a more customer-focused approach in the post-crisis industry too.”
5. A catalyst for fintech companies
The ’08 financial crisis gave a boost for the fintech industry, as, at the time, people were losing trust in the system, and in legacy financial institutions. In the aftermath, some entrepreneurs parted ways with the concept of traditional banking, aiming to present the market with a more technologically sophisticated solution.
“This time, the crisis could have an even greater impact for fintechs, as well as regtechs, as they rely on solutions fintechs can develop,” adds Selemonaitė. “Unfavourable circumstances drive the need to innovate across interconnected sectors.”
deVere Group reports that enquiries for Vault, its global money app and card service, has experienced a jump in enquiries of 67% in Quarter 3.
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Growing demand for green, paperless banking and fears over post-Brexit rule changes have triggered a “monumental surge” in enquiries for money and challenger bank apps, reveals one of the world’s largest independent financial advisory and fintech organisations.
deVere Group reports that enquiries for Vault, its global money app and card service, has experienced a jump in enquiries of 67% in Quarter 3.
The cutting-edge app allows users to deposit, store, transfer and exchange money in most major currencies. The deVere Vault Prepaid Mastercard®️ can be used online, in-store and at any ATM location across the globe where Mastercard®️ is accepted.
Nigel Green, CEO and founder of deVere Group, which launched Vault in 2017, comments: “The monumental quarter-on-quarter surge for banking-style apps is, we believe, attributable to two main drivers.
“First, individuals and companies are increasingly embracing and expecting green, paperless banking.
“This is partly fuelled by the pressing need for us all to drastically reduce waste and better protect the environment – something the pandemic and issues such as raging wildfires has collectively focused minds on – but also because a paperless system is, typically, a more convenient and efficient one.
“Traditional banks have a long way to go to catch-up with tech-driven challenger banks and fintech [financial technology] firms, which are intrinsically much greener and are leading the charge to a paperless future.”
He continues: “The other major point driving engagement with e-money apps in Europe specifically is that many of the UK’s banks are set to abandon their customers, by closing their accounts and stopping use of their services across Europe within weeks unless they have a valid UK address.
“Under post-Brexit rules, it becomes illegal for UK banks to service customers living in the EU without applying for new banking licences.
“This will cause significant disruption for many individuals, families, businesses and other organisations.
“As such, people are flocking to firms that already operate under pan-European rules.”
The massive jump in enquiries, says Mr Green, underscores that “fintech is the future of finance” – not only for clients’ convenience and efficiency but also, in a large part, because it is more environmentally sustainable.
The deVere CEO concludes: “For Millennials and Gen Z clients especially there’s been a radical shift toward ‘less stuff, more impact’ in banking and financial services.
“And this is just the beginning of this global and far-reaching trend.”
Nell Walker talks to James Shanahan, CEO Revolut Singapore, regarding a new dawn of digital banking
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“By re-conceiving the infrastructure of a bank, the way that a bank delivers its services, you can take an order of magnitude off the cost and you can bring a level of experience to the customer that’s not hamstrung by old tech, by old thinking, by siloed approaches…” James Shanahan, CEO of Revolut Singapore
Understanding what it isn’t is just as important as understanding what it is, says Jim Logan who has nearly three decades of experience in financial services and technology…
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I’ve been working in the financial services space for close to thirty years now. I’ve seen many trends and technologies emerge. Some take hold, several are just a flash in the pan. Regardless of how long a concept sticks around, one thing remains: Terminology plays a material role in shaping perceptions. In a world where messaging tends to over complicate things, too many acronyms and too many buzzwords all work against what should be the primary objective: clearly illustrating value. I’ve found this to be equally true when it comes to artificial intelligence or ‘AI’.
Generally speaking, the word artificial doesn’t readily call to mind a positive image, does it? By definition, the word “artificial” has listed meanings of, “insincere or affected” and “made by humans as opposed to happening naturally.” It is the second part of this definition I’d like to explore a bit further.
Artificial Intelligence is, in fact, created by humans. And it isn’t a new fad or concept. Many don’t realize that the term was first coined by John McCarthy, Ph.D. and Stanford computer and cognitive scientist, back in 1955. AI has continued to evolve as a material concept, with practical applications across many industries, ever since.
For financial service professionals, particularly those of us involved with fighting financial crime and preventing money laundering, AI can have tremendous impact and practical application. Before we dive a bit deeper, I feel it’s important to first understand what AI isn’t.
AI is not intended to simply be a digital worker, certainly not within financial services and fighting financial crime. Yes, AI can automate various functions. We’re all familiar with the concept of ‘bots’ and virtual assistants. However, those are rudimentary examples of robotic process automation. True AI is human led and a continuous, instantaneous learning process that drives tangible value. AI is not merely a play to cut costs or replace human capital. Rather, AI enhances the bottom line by keeping compliance staff costs flat in the immediate term and enables our human experts to more appropriately manage their time, by focusing talent on investigations that matter the most.
One of the most valuable aspects of AI, in the context of anti money laundering and compliance, is the speed by which it can be deployed. We’re talking about time to market and time to value in a matter of weeks. Not months, not multiple quarters – simply weeks. But I don’t mean a generic, black box concept. I’m specifically referring to a highly precise, tailored AI solution that has extensive proof points and, more importantly, far-reaching global regulatory approval.
AI shouldn’t simply be an extension of legacy rules-based routines, nor a way to further automate the process of scoring or risk weighted alert suppression. That simply dilutes the true value of AI, and does not maximize the cost and efficiency benefits.
The cost of compliance continues to grow at a staggering pace, particularly for financial institutions and insurance companies. Equally of concern, the impact of fines for non-compliance has also skyrocketed in the last decade. Specifically to the tune of $8.4 billion last year across North America alone.
What if you could literally solve every single name screen, sanction, and transaction alert? What if you could achieve this without sacrificing any aspect of control and security? What if you could increase the throughput, efficiency and accuracy of your compliance operations without adding a single dollar of staff expense to your budget?
Let’s stop talking in terms of what if and have a meaningful conversation regarding how. I’m helping clients achieve all of these measures today and that is from a perspective proven in production. Here at Silent Eight we’re a team founded by engineers and data scientists, solving real world challenges in the anti money laundering and financial compliance market.
Artificial Intelligence isn’t scary…it isn’t a black box…and it isn’t the futuristic world of tomorrow – it is the here and now, and it’s battle tried and tested.
Traditional banks will fall even further behind in market share and customer experience due to the global coronavirus pandemic, warns the CEO of one of the world’s largest independent financial advisory organizations.
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The comments from Nigel Green, founder and chief executive of deVere Group, follow research that the use of financial apps is up by 72 per cent since mid-March.
Mr Green observes: “The pandemic has accelerated those trends that were already shaping business. These include greater inclusion of tech into our every day lives.
“Coronavirus has ushered in a new world, with digitalization and new technologies fuelling the changes. This can be seen by demand soaring for video-calling platforms such as Google Hangouts, Skype, FaceTime and Zoom amongst others, as more people than ever work remotely.
“It’s also underscored by the increasing use of fintech apps which allow users immediate, on-the-go, 24/7 access to, use, and management of their money.”
He continues: “There’s a historical precedent for what’s happening now.
“Banks and other traditional financial services providers were, in most cases, spectacularly caught off guard by the 2008-2009 financial crash.
“As they found their way into a new world with a new regulatory landscape and new customer expectations, business and tech developments were way down their to-do list. They were in survival mode.
“This is when agile, tech-driven challenger banks and fintech firms swooped in to fill the void left between what traditional financial services companies, especially the traditional banks, were offering and what customers were expecting, especially in terms of customer experience.”
Mr Green goes on to add: “The fintech firms, which offer mobile banking, savings and investment apps, and peer-to-peer lending, amongst other services, now have a decade of development, experience and expertise over many traditional banks.
“As even more people are now embracing fintech due to Covid-19-triggered social distancing, isolation and lockdowns, and as the apps are growing in popularity due to their convenience, increased security, and as people become ever-more tech-savvy, it’s likely that ‘bricks and mortar’ banks will fall even further behind in market share and customer experience.”
The deVere CEO concludes: “Coronavirus is going to further disrupt the wider banking sector. It will act as another catalyst for people to seek fintech alternatives to access, manage, use, save and invest their money across the world.”
One of the world’s largest independent financial advisory organisations is offering free financial advice to anyone in the world on a remote basis as social distancing is universally embraced as the best tool to fight coronavirus.
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deVere Group, which operates in more than 100
countries worldwide, is launching its Contactless Advice service with immediate
effect.
The chief executive and founder of the $12bn
organisation, Nigel Green, says: “We are launching Contactless Advice now –
which is an industry first – for four clear reasons.
“First, social distancing is currently the only
tool available to fight the spread of the coronavirus. As such, more and more
cities, regions and countries are going into lockdown and people into enforced
or self-imposed isolation to help fight Covid-19. This means that they might
not be able to see their financial adviser face-to-face as they do ordinarily.
“And second, the economic landscape is shifting.
The global economy is facing a short and deep recession. As always, new
industries will emerge and, of course, there will be winners and losers in
terms of sectors, jobs and wages – and this will, naturally, directly impact
people’s finances.
“Third, we’re moving towards an era of negative
interest rates, which will affect people’s investment decisions, amongst other
financial matters.
“And fourth because the ongoing volatility will
present challenges that will need attention, but also major – perhaps
once-in-a-generation – buying possibilities and ways to shore-up your
retirement income.
“Against this backdrop, in order to create,
build-up and safeguard their wealth as the world adapts to a new era, investors
should be revising their portfolios to ensure they mitigate risk and take
advantage of the opportunities.”
He adds: “Using a combination of existing
technology, and our industry-leading applications, we’re able to offer
unparalleled financial advice from the comfort of your home.
“In these trying times we must all play our part,
by removing physical interactions from our services, you can have peace of mind
that your health, and your wealth will remain secure.
“The free Contactless Advice service will include
a wealth scan in which you and your professional adviser will discuss your
financial objectives and answer any questions you may have; a fact find in
which your adviser will discuss your current financial situation with you; and
a customised report which your adviser will analyse and discuss with you and
outline your recommended next steps, if any are needed.
“Moving forward, using our pioneering app, you’ll
be able to track your entire portfolio and financial strategy in real time and
book an e-meeting with your adviser, should you have any queries.”
The deVere CEO adds: “The world is changing fast
and a short coronavirus-triggered global recession and the subsequent recovery
will have lasting and far-reaching consequences for people’s wealth.
“Experts agree that very seldom is it a good idea
to take a DIY-approach to something so fundamental to your life as your
finances. With the financial and economic landscape shifting and evolving so
rapidly, this, I suggest, is certainly not the time.
“With this free service that offers professional,
independent advice, there’s no need to do that.”
Mr Green concludes: “The ground-breaking
Contactless Advice is designed for today’s world and with client experience and
outcome expectations front and centre.”
CEO & Founder of INSTANDA, Tim Hardcastle, discusses how businesses leveraging technology are speeding up processes, increasing flexibility, reducing costs,…
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CEO &
Founder of INSTANDA, Tim Hardcastle, discusses how businesses leveraging
technology are speeding up processes, increasing flexibility, reducing costs,
freeing up resources and driving profits.
February 2020 brings with it the first leap
day in four years, gifting us with a whole extra day of precious time. With
this theme in mind, I asked myself: what could be achieved within the insurance
industry if only we had more time?
The greatest challenge facing insurers and
their time is inflexible technology solutions and legacy platform constraints.
Whether it is by limiting the ability of insurers to improve existing
processes, or to develop new ones, the legacy systems still used by the
industry today waste time, create congestion and frustration, and
simultaneously, stall improvement and progress.
But technology offers a solution. As we’ll
explore, we see insurers increasingly challenging the constrains of time and,
through the use of technology, they are beginning to set the path of a more
streamlined, reliable and efficient way of doing business. In this article we
show the businesses doing just that and outline the impact it’s having:
speeding up processes, increasing flexibility, reducing costs, freeing up
resources and driving profits.
Bringing products to market in record speed:
Hiscox
The ability of digital platforms to
drastically reduce time to market is not a new concept. But what speeds are we
talking? Hiscox are leading the way when it comes to distribution and
responding to market need. Hiscox’s car product in Germany for example was
built in just 10 weeks and the second product, with more channels, was built in
just 6 weeks.
Through the use of INSTANDA’s no-code
technology, Hiscox has been able to create their own ‘agile product factory’.
This means Hiscox have a team of in-house and partner configurators who are
adding more books, building new products and making changes whenever the
business requires it.
Increasing flexibility and driving
innovation: Imperium
Imperium aims to empower its customers by
making specialist products easy to purchase. This requires them to get highly
tailored products out to brokers, proactively anticipate customers’ needs and
respond to market changes – quickly.
But thanks to traditional systems, it often
takes months to make adjustments to existing products, let alone build a new
one. Implementing a digital pathway by working with INSTANDA allowed Imperium’s
trained super-users to transform to product-build mode.
In the days following a new product launch,
Imperium can now react immediately to broker feedback and make changes to their
questions and rates within the hour. And for the management team, it has
dramatically reduced the time spent with systems providers. Imperium can now
spend time developing the business and fine-tuning their offerings.
Saving customers time: Aviva
It’s not only the product teams and insurers
that benefit either, but the end consumers too. Aviva’s recent deployment of
INSTANDA’s no-code platform to introduce innovative life and health cover
offers a useful case in point. Aviva found that medium sized enterprises (SMEs)
were citing product cost and lack of staff and resources as the two biggest
barriers to managing insurance.
Using INSTANDA Aviva can deliver a solution
that offers a flexible, highly tailored, yet simplified protection insurance
for small businesses.
Driving efficiency: Top 5 global insurer
When it comes to speciality lines, time is
complex. Combined with the limits imposed by legacy IT processes, they are
additionally challenging given their complexity and diversity. As a result,
many are manually run and slow as a result.
In this insurer’s case, despite a number of
efficiency efforts their operational model was only able to assess and quote on
12-15% of the 10,000+ submissions received without increasing headcount.
However, in just eleven weeks, the team
worked with INSTANDA and Deloitte to digitise the process, enabling the
business to significantly increase the size of their book without increasing
headcount.
Speeding up the process increased the
potential for efficiency and growth by reducing costs, improving customer
(broker) experience and thereby providing an opportunity to maximise profits.
Leaping ahead: A lesson in bettering
insurance industry
The ability to free up time and resource is
integral to insurers looking to revitalise and grow their business – and the
only way that the insurance industry as a whole will be able to leap forward.
As the above examples demonstrate, we’re
helping companies make the most of their time and create more of it as a
result. Through technology, insurers are enabled to quickly build the products
they know customers want whilst development teams are freed up, so profits can
be maximised. Moreover, customers are increasingly empowered through
easy-to-purchase, personalised insurance products delivered in never before
seen timescales.
With technology, the insurance industry can
leap forward on its own, without an extra calendar day.
Our cover story this month features an exclusive interview with Jon Davis, CTO of Village Hotel Club, who reveals how a digital transformation future-proofs a technology infrastructure. Village Hotels is currently undergoing a major digital transformation journey in order to better serve the modern guest and offer a digital ready experience like no other. Village Hotel Club operates 30 hotels across the UK and by its own admission, its hotels are “much more than a bed for the night – they are a place to meet, socialise, work and get fit” – a clear sign that the business understands that the guest experience has changed massively.
We also have a revealing interview with Bill
Barry, Vice President of Procurement and Sourcing at Access, one of the fastest
growing paper and digital
document services and storage providers in the world. Barry, upon joining the
company in 2018, was tasked with a vision of building out a best-in-class
sourcing and procurement function, developing and implementing the policies and
procedures in order to achieve that vision.
Elsewhere, we catch up with UBS CIO Mike Dargan
and Carlo Aquilina, CIO of Maltese construction giant Vassallo Group. Plus, we
list all the top events and conferences from around the world and highlight five
top tech innovators to look out for in 2020.
Davos delegates urgently need to make a big, bold commitment this year to fintech, affirms the CEO of one of…
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Davos delegates urgently need to make a big, bold commitment this year to fintech, affirms the CEO of one of the world’s largest independent financial services and advisory organizations.
The rallying call from Nigel Green, founder and chief executive of deVere Group, comes as world leaders, CEOs, academics, influencers and celebrities head to the Swiss mountain resort of Davos for the 50th annual World Economic Forum (WEF), starting Tuesday.
Mr Green comments: “As it celebrates its landmark 50th year, the World Economic Forum 2020 has the opportunity to champion and enhance the transformation of business, which has been dubbed the ‘Fourth Industrial Revolution.’
“We’re living through a pivotal moment in history in which increased and advancing technology is monumentally and profoundly changing the way we live, do business, and interact with one another.”
He continues: “We can clearly see seismic shifts happening in the financial services industry – a sector trade and commerce is deeply reliant upon.
“The vast majority of this change is being driven by financial technology, or ‘fintech.’ Mobile banking and investment apps, peer-to-peer lending, cryptocurrencies like Bitcoin, robo-advisers, and crowdfunding are all part of this fundamental shake-up of the space.”
Mr Green goes on to add: “The momentum and energy of this evolution now needs to be harnessed by delegates in Davos.
“They need to commit to fintech by using their time, energy and resources for its research and development for three principal, positive reasons.
“First, it benefits society. Fintech can speed up the pace of global financial inclusion. It can provide access to financial services for millions of people who live in remote areas and/or who might normally not be able to use financial services because of historical biases of traditional financial companies. Helping individuals, firms and organizations successfully manage, save and invest can only result in better, stronger and more stable communities for us all.
“Second, fintech offers companies the opportunity to be agile, to diversify, to cut costs, and to meet regulatory requirements all whilst improving the client experience. This will help them thrive in rapidly challenging times of change and disruption.
“And third, the revolution is happening with or without them. As consumers, we increasingly want all our financial services needs to be dealt with online and/or on their mobile devices. We demand personal service and instant access anywhere and at any time. This trend is only set to grow as we all become increasingly dependent on tech.”
The deVere CEO concludes: “Davos 2020 is the ideal forum in which to unite the best political and business leaders to galvanize the positive potential of the fintech revolution.
“With a slowing global economy, it is an opportunity that the world cannot afford to miss.”
Jim Marous, internationally recognised financial industry strategist, and the publisher of the Digital Banking Report and Sonia Wedrychowicz, an experienced…
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Jim Marous, internationally recognised financial industry strategist, and the publisher of the Digital Banking Report and Sonia Wedrychowicz, an experienced technology transformation professional of over 25 years discuss how digital transformation is more than merely technology while exploring the leadership and cultural issues surrounding digital transformation in banking.
How
do you feel the conversation around technology has changed? Are businesses now
driven more by technology and IT than ever before?
Sonia:
First, we need to understand that,
in the last couple of years, the way people consume, communicate and commute
has changed dramatically, and is increasingly being delivered using digital
channels. In today’s world, the vast majority of our daily lives are supported
by technology. So, by definition, all companies, including banking, are
becoming technology companies. That realisation, however, is not universal yet,
and in many organisations, I can still see the business and technology running
separately. The transformation efforts focus on modernisation of the platforms
on the technology side, and the digitisation of the customer experience on the
business side, while the two functions, in my opinion, should work as one team
with the common goal, driven by customer obsession.
Jim:
Financial organisations do know what
they need to do. They do understand the technologies that have to be embraced,
but the challenge is they’re not very far down the digital transformation
process. This is a concern, given that the industry is moving so fast in the
digital space. A lot of organisations have seen digital transformation as the
purchase of technology and the implementation across different initiatives.
This is opposed to an overarching perspective of digital transformation that
really starts from the inside out, and looks at processes and programs, culture
and leadership and then builds technology against that. We’re seeing a big
challenge with regards to leadership and culture, and without that, the
implementation of technology will probably never see its full optimal
implementation.
How
common is it that across different businesses in different industries, in
different capacities, digital transformation means something different to each
and every person and organisation? And how do you go about unifying it in a way
that makes sense to everyone?
Jim:
When you’re talking about digital
transformation, and you’re combining that with the financial services industry,
it’s more difficult. You look at organisations that are going to need to
embrace change, take modified risks, and actually disrupt themselves, and
that’s not in the comfort zone of financial institutions. It’s the opposite of
the legacy culture that’s been in play before.
Sonia:
There is a lot of misunderstanding
regarding the difference between digitisation, digitalisation and
transformation, and it comes to the old rule that people have the tendency to
always see these things as the same, although they are actually different.
There is a very common misconception of digital transformation, which is
disruptive, and challenging the status quo, with change management, or
restructuring, which is basically more of the same, but more lean and
efficient.
A good example of this is centres
around the difference between the process of digitisation versus digitalisation
itself. Digitisation is all about making the current process, or product,
digital without truly reimagining it. The same process can, however, be
digitalised, rather than digitised. The digital transformation is being
trivialised by being understood as bringing new technologies into place without
truly reimagining the customer journeys, the customer experience, and actually
making it much simpler and more transparent for the customers.
What
are some of the biggest challenges and barriers to embracing digital
transformation and embracing these new technologies?
Sonia:
The emergence of efficient fintech
companies offering different banking services, not only cheaper, but mostly
through an amazing, simple and friendly customer experience. The existence of
banks is under a serious threat. Interestingly enough, the threat level varies
in different parts of the world and so banks need to accelerate on the path of
reimagining themselves, in order to keep pace with the emerging competitors who
are, these days, coming from industries that were never associated with banking
before.
Jim:
I think the biggest challenge we’re
going to see, and the reason why banks right now are starting to rethink their
complacency, is not because of the revenue, but because of the threat, while
we’ve been thinking about what’s going to happen in the future, and what’s
going to happen in the fintech banks and the challenger banks. To the large
tech companies that is the biggest challenge.
The threat is real. The consumer’s
going to start demanding more and more of their financial institutions. A
consumer can now change a financial provider, invisibly. They don’t have to
come into the branch anymore. They can do it with a click of a button on a
phone and they can change their financial relationship. What we have to do is
realise that there’s a major threat out there to financial institutions that
sit back and hope that it’s going to be business as usual.
How
important is it, during a transformation and during change, that you are
keeping the customer at the very heart of everything you do?
Sonia:
Never focus on your competition.
Always focus on your customer. For years we’ve been completely ignoring the
customers and looking at what the competition was doing in order to keep pace.
By focusing on your competition, you’re always going to be one step behind
them. Technology-enabled tools are allowing us to be much closer with the
customers without seeing them and even talking to them, but just focusing on
how they behave, what they do, how they react to the different propositions we
are giving to them, and whether it results in increased business generation.
Jim:
I think part of the difficulty with
transformation is transparency. We get updates on our mobile apps from many
organisations, updating you that changes are being made. It doesn’t happen that
frequently in the financial services space because the communication isn’t
there. There are a lot of organisations that believe: if you build it, they
will come. The reality is, that’s not the case. We need to provide more
information upfront and do a lot more research to find out what the consumer
wants. What they’re looking for is simplicity and a lack of friction, and really
what they’re hoping for is that the financial institution is going to know
them, look out for them, and reward them.
Jim,
you mention that non-financial institutions are now dominating the payment
space, how is that impacting the decision-making and the approach to
technology?
Jim:
Financial institutions are looking
at the fintech companies because those companies looked at the digital
companies and asked, “How can we take customer insight, AI, and digital
technologies to make better experiences?” In every case twe’ve seen, what
the competitors and non-traditional competitors have done is built solutions.
They take data, insight, and technology to provide a seamless experience built
on a digital platform, and that’s a very important component, because being built
on a digital platform means that they’re not building on legacy infrastructure.
The tech companies have streamlined the application process for loans or for a
credit card because it builds on a tech platform.
The case studies that we see going forward are
coming from the fintechs, and I think traditional financial institutions are
going to build more and more partnerships, because bankers can’t get out of
their own way, and they really can’t build something that they’ve never done
before.
Sonia:
When I look at the big fintech
companies and companies like Amazon, I think they’re being watched closely by
the banks for their customer obsession, delivered by technology. When it comes
to small fintech companies; it’s very interesting. They are providing solutions
on untested but interesting technologies like blockchain or AI. Once those
technologies became more established, expertise will rise. So, they are not
using the fintech start-up companies to integrate those solutions any more, but
they want to have this expertise in-house.
Talk
to me about the importance of bringing people along on these journeys, and in
these transformations, and not necessarily equipping, re-equipping them with
these new skills and new capabilities in order to drive the business forward.
Jim:
This is probably the biggest
challenge that the banking industry is going to face. We do not have a large
knowledge space of digital mind-sets in the marketplace and that includes
everything from digital applications of AI, to just how the technology and
coding works. There’s a major weakness. But just as big is how do we reach for
the people internally, because when you talk about automation, robotics and AI,
there’s going to be, if not an elimination of jobs, a transformation of jobs
into new sets. So, we’re going to have to take it upon ourselves as an industry
to retrain people across the organisation, so they’re prepared for the future.
The challenge is, not many organisations right now are doing it.
Sonia:
I also think that a big challenge of
the traditional organisations today is to attract young people. The attraction
of the old conservative companies is fading away in favour of the Apples and
Googles of this world. People are joining the new technology companies not for
free food and gym on the premises, but for the ability to constantly learn new
things. The financial institutions need to develop the leaders of the future.
They need to reimagine, not only their equipment policies, but more
importantly, change their hierarchical structures within the organisation to
ones that are powered by people who are more willing to listen, with employee
empowerment that is bringing the customer experiences of change much closer to
where the customers are.
If
you could give one piece of advice on how to be successful in these disruptive
times as a professional in the financial space what would it be?
Sonia:
Keep reinventing yourself and have
the courage to unlearn what you learnt in the past. Constantly learn new
things. Brains change, so surround yourself with young people, as they will
become your bridge between the past and the future.
Jim:
We have an industry filled with
legacy bankers that have been in this industry for a very long time and have
done very well in most cases. What we need to do is to look and say, “How
can we, as people in organisations, build a culture that will make it so that
organisations can truly be part of the future?” The future will happen
very quickly, as will the impact of not making changes. We have to do better.
The Monetary Authority of Singapore (MAS) announced on Monday that it has set up a US$2 billion green investments programme…
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The Monetary Authority of Singapore (MAS) announced on Monday that it has set up a US$2 billion green investments programme (GIP) to invest in public market investment strategies that have a strong green focus.
This will help to support the Singapore financial centre in promoting environmentally sustainable projects and mitigating climate change risks in Singapore and the region.
The GIP is a major prong of the
green finance action plan announced by Mr Ong Ye Kung, Minister of Education,
and Board Member, MAS at the 2019 Singapore FinTech Festival (SFF) x Singapore
Week of Innovation and TeCHnology (SWITCH). The GIP aims to foster the growth
of a strong and diverse ecosystem of green financing capabilities in Singapore.
MAS will place funds with asset managers who are committed to drive regional green efforts out of Singapore and contribute to MAS’ other green finance initiatives including developing green markets and managing environmental risks.
Selected managers will be those who have demonstrated a firm commitment to deepening their green investment capabilities across functions such as research, stewardship, policy and portfolio management, accelerate local capability transfers, and increase the management of green-focused funds in Singapore.
The green capabilities and experience of the team managing the strategies will be a key part of the evaluation. The deep engagement with these asset managers will help to further the development of Singapore’s green financing ecosystem, as well as strengthen MAS’ understanding of climate change risks and to better position MAS’ own investment portfolio for long-term sustainable returns.
MAS’ first
investment under the GIP will be a US$100m placement in the Bank for
International Settlements (BIS)’ Green Bond Investment Pool (GBIP). Together
with other participating central banks, MAS hopes that this initiative will
help catalyse further deepening of the green bond market.
The Monetary Authority of Singapore (MAS) has led the successful development of a blockchain-based prototype that enables payments to be…
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The Monetary Authority of
Singapore (MAS) has led the successful development of a blockchain-based
prototype that enables payments to be carried out in different currencies on
the same network.
This prototype network,
developed by MAS in collaboration with J.P. Morgan and Temasek, has the
potential to improve cost efficiencies for businesses.
It is currently undergoing industry testing to determine its ability to integrate with commercial blockchain applications. The applications that were tested successfully will be showcased at the Singapore FinTech Festival and Singapore Week of Innovation and TeCHnology (SFF x SWITCH) 2019, which kicked off on November 11.
This development marks the latest milestone for Project Ubin which is into its fifth phase. Building on the work of Phase 4 of Project Ubin, the payments network will provide interfaces for other blockchain networks to connect and integrate seamlessly.
It will also offer additional
features to support use cases such as Delivery-versus-Payment (DvP) settlement
with private exchanges, conditional payments and escrow for trade, as well as
payment commitments for trade finance.
Beyond technical
experimentation, the fifth phase of Project Ubin sought to determine the
commercial viability and value of the blockchain-based payments network. To
date, MAS and its partners have engaged more than 40 financial and
non-financial firms to explore the potential benefits of the network.
John Hunter, Global Head of Clearing and Interbank Information Network (IIN), J.P. Morgan, said: “J.P. Morgan is excited to be an infrastructure partner of MAS and Temasek for Phase 5 of Project Ubin. By leveraging our key learnings from building the Interbank Information Network® (IIN) and the JPM Coin, J.P. Morgan is well-positioned to support the development of a blockchain-based payments network and operate at scale.”
Chia Song Hwee, President & Chief Operating Officer, Temasek, said: “Blockchain technology has great potential in transforming businesses and opening up new business opportunities.
“To better understand the
impact and value of blockchain technology, we are pleased to have partnered
with MAS and J.P. Morgan for the Ubin platform. The inclusion of non-financial
services companies has demonstrated applicability of blockchain technology beyond
capital markets and trade finance.
“We look forward to deeper
collaboration and support for Singapore’s pioneering efforts in the blockchain
space.”
Accenture has been commissioned
to publish the project report in early 2020. The report will describe the
blockchain use cases that would benefit from a blockchain-based payments
network, and set out additional features that the network could provide.
In addition, the technical
specifications for the connectivity interfaces that were developed will also be
released for public access under Apache License Version 2.0.
Sopnendu Mohanty, Chief FinTech Officer, MAS, said, “There is growing evidence now that blockchain-based payments networks are able to enhance cost efficiencies and create new opportunities for businesses.
“We hope
this development will encourage other central banks to conduct similar trials,
and we will make the technical specifications publicly accessible to accelerate
these efforts. We look forward to linking up with more blockchain networks to
improve cross-border connectivity.
“This will
be a big step forward in making cross-border transactions faster, cheaper, and
safer.”
The latest episode of The Digital Insight welcomes Lisa Moyle, Director of Strategy at VC Innovations. Lisa discusses the disruptive…
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The latest episode of The Digital Insight welcomes Lisa Moyle, Director of Strategy at VC Innovations.
Lisa discusses the disruptive market that is financial services, and she explores what it means to seek out and embrace innovation – whether you’re an incumbent or a startup.
Lisa also discusses how VC Innovations works to enable businesses to demonstrate thought leadership and expertise, educate the market on new solutions and products develop and maintain business relationships and associate their brands to a community, theme, or subject.
Listen here! The latest episode of the Digital Insight welcomes Jim Marous, internationally recognised financial industry strategist, and the publisher…
The latest episode of the Digital Insight welcomes Jim Marous, internationally recognised financial industry strategist, and the publisher of the Digital Banking Report and Sonia Wedrychowicz, an experienced technology transformation professional, having worked in the business management and corporate consumer banking across Europe, North America, and Asia for over 25 years.
Jim and Sonia discuss how digital transformation is more than technology and explore the leadership and cultural issues surrounding digital transformation in banking
The fintech startup Aximetria developed a new private keyless voice authorisation technology for mobile banking. Voice authorisation completely obviates the need for…
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The fintech startup Aximetria developed a new private keyless voice authorisation technology for mobile banking. Voice authorisation completely obviates the need for private key generation and is sufficiently ingenious and pragmatic an approach, to secure monetary transactions.
Currently,
there are many different mobile wallets on the market and each of them is built
on a particular method of storing and working with private keys. The basic
principle of operation of any wallet is remote or local storage of a private
key, followed by password protection and/or additional physical protection.
The classical approach (besides the question of trust to remote storing) has at least one major drawback: if you forget your password or lose it, access to the wallet can be lost forever. This problem can be solved by using the protection factors of the user’s biometric information, like voice.
In the case of
the use of biometric identification technology, the accuracy of which is high
enough for 100% error-free identification, it is necessary to use a database of
voice samples – which can also be compromised or attacked. Aximetria’s method,
however, does not store voice samples. It preserves the possibility of
identification through the use of a two-level neural network, with the help of
which the identification first takes place and then the private key is
generated.
Thus, in order to preserve the benefits of an individual wallet without having to store either a private key or a sample voice database, you need to save key information in such a way that it will not be accessible to anyone except the actual carrier of this biometric information or, as in the case of keyless technology, will be out most of the time (when the wallet is not in use), and will be generated only when necessary.
Aximetria
was able to achieve the following main parameters of the keyless technology:
· Does not
store voice print of registered users
· Does not
store private keys of registered users
· For the
registered user, its voice returns the same private key
· Allows you to
register a new user
· Allows you to
retrieve the private key of the registered user by his voice print
Development
The current
state of our technology enables you to keep a single secret for each user. To
resolve this restriction, coupled with an optional additional level of
protection, the following approach can be used. The user’s secret is signed
with a symmetric key, provided by the user both during registration and during
authorization. The signature key is not stored on the platform’s side. Using
different keys allows you to save several different secrets (one key = one
secret) for the same user.
The user’s
secret, along with the signature, is represented as a binary string. Each bit
is encoded using the matching/non-matching voice print of the authorizing user
to a predetermined known print. The next level of such an approach will be the
replacement of a check for compliance/non-compliance for a
similarity/non-similarity check with a predetermined threshold. This
improvement will eliminate the necessity to store the voice print of the
owner’s secret in any form.
This month’s cover features Gary Steen, TalkTalk’s
Managing Director of Technology, Change, and Security, Gary Steen regarding the
telco’s commitment to thinking, and acting, differently in a highly competitive
marketplace…
TalkTalk is an established telecommunications company that fosters a youthful, pioneering spirit. “I like to think of TalkTalk as a mature start-up,” says Managing Director of Technology, Change and Security, Gary Steen. “We are mature in terms of being in the FTSE 250, with over four million customers, relying on our services every day through our essential, critical national infrastructure. But that said, I definitely think we start our day thinking as a start-up would. What can we do differently? How do we beat the competition? How do we attract great talent? We’ve got to come at this in a different way if we are going to succeed in the marketplace. We are mature, but we think like a start-up.”
Elsewhere we speak to Natalia
Graves, VP Head of Procurement at Veeam Software who reveals the secrets to a
successful procurement transformation. Graves
was tasked with looking at the automating, simplifying, and accelerating of
Veeam’s procurement and travel processes and systems around them, including
evaluating and rolling out a company-wide source-to-pay platform. “It has been
an incredible journey,” she tells us from her office in Boston, Massachusetts.
We also feature exclusive interviews with PTI Consulting and cloud specialists
CSI.
Plus,
we reveal 5 of the biggest AI companies in fintech and list the best events and
conferences around.
The World FinTech Report (WFTR) 2019, published today by Capgemini and Efma, indicates that even though Open Banking has yet…
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The World FinTech Report
(WFTR) 2019, published today by Capgeminiand Efma, indicates that even though Open Banking has yet
to reach maturity, the financial services industry is entering a new phase of
innovation – referred to as “Open X” – that will require deeper
collaboration and specialization. The report advocates that banks and other
financial services ecosystem players must begin to plan accordingly and evolve
their business models.
Open X will transform industry norms and
assumptions
The advent of Open X is being driven by four
fundamental shifts:
A move away from a focus on products to an
emphasis on customer experience
The evolution of data as the critical asset
A shift from prioritizing ownership to
facilitating shared access
Emphasis on partnering to innovate instead of
buying or building new solutions
Open X will lead the financial services industry
to a shared ecosystem or marketplace, in which the industry reintroduces the
re-bundling of products and services, and both banks and FinTechs must
re-evaluate their strategy for innovation and serving customers.
APIs will be critical Open X enablers
APIs, which allow third parties to access bank
systems and data in a controlled environment, will be catalysts to creating the
Open X marketplace. While customer data is already widely shared and leveraged
in the industry, standardized APIs are not commonplace. Although requirements
and regulations are complex, standardization will help to reduce fraud, improve
interoperability, increase speed to market, and enhance scalability.
The WFTR 2019 also finds that industry players
are looking at two potential monetization models for APIs – revenue-sharing
(which 60% of banks and 70% of FinTechs think is feasible) and API access fees
(supported by 46% of banks and 55% of FinTechs). However, only about a third of
banking executives said they are currently well equipped to monetize APIs.
Privacy, security and collaboration concerns may
slow progress
While banks and FinTechs said they understand the
importance of collaboration, apprehension over privacy and security remain top
of mind. When asked what concerns them about Open Banking, the vast majority of
banks identified data security (76%), customer privacy (76%), and loss of
control of customer data (63%). FinTechs were more optimistic about Open
Banking, but 50% expressed fears over security and privacy, and 38% over the
loss of control of customer data.
When asked about roadblocks to effective
collaboration, 66% of banks and 70% of FinTechs pointed to a difference in the
other’s organizational culture/mind-set, 52% of banks and 70% of FinTechs
mentioned process barriers, and a lack of long-term vision and objectives were
listed as gates by 54% of banks and 60% of FinTechs. Only 26% of bank
executives and 43% of FinTech leaders said they had identified the right Open
Banking collaboration partner. These responses suggest that many banks and
FinTechs remain unprepared for Open Banking, let alone for the increased
demands of data sharing and integration that Open X will bring.
Open X participants must choose strategic,
specialty-based roles
Within the Open X marketplace, banks will need to
enhance their integrated (traditional) model first and then focus on areas of
specialized strength. The WFTR 2019 identifies three strategic roles expected
to evolve as a part of Open X:
Suppliers will
develop products and services;
Aggregators will
amass products and services from the marketplace and distribute them through
internal channels, holding onto customer relationships;
Orchestrators will
act as market connectors and coordinators, facilitating partner interactions.
According to the report, integrated firms[2] are likely to
struggle to match the time to market of an ecosystem of specialists and find it
challenging to meet the unique demands from customers. Within the Open X
marketplace, many incumbents may not be best positioned to compete as an
Orchestrator and their strengths may lead them to other roles. No matter what
role they assume in Open X, however, they must recruit the right talent,
leverage data and technology, and collaborate with FinTechs to first ensure
better internal capabilities for competitive delivery of relevant services in
the current Open Banking scenario.
“Open
Banking has long been regarded as transformational for financial services, but
this report shows it is just one part of a much bigger picture,” said Anirban Bose, CEO of Capgemini’s Financial
Services and Member of the Group Executive Board. “The industry is on the
verge of a more comprehensive evolution, where there is opportunity to leapfrog
into an integrated marketplace that we are calling Open X. In Open X, there
will be seamless sharing of data, and ecosystem partners will be able to
collaborate in a far more comprehensive way. Our research suggests that banks
and FinTechs need to prepare themselves for a more radical change than many
previously anticipated.”
“The
findings of the report could not be clearer: collaboration will be the
foundation of the future of financial services,” said Vincent Bastid, Secretary General of Efma. “In
the era of Open X, ecosystem players will have to work together more effectively
than they have previously. Only by embracing collaboration and new, specialist
roles can both banks and FinTechs thrive and best serve their customers. It’s
clear that many barriers to collaboration still exist, and there is an urgent
need to overcome them for collective benefit.”
Report methodology
The
World FinTech Report 2019 is based on a global survey encompassing
responses from 116 traditional financial services firms and 40 FinTech firms
including banking and lending, payments and transfers, and investment
management. Questions sought to yield perspectives from both FinTech and
traditional financial services firms— exploring the emergence of Open Banking
in the financial services industry. It sheds light on the impact the new
ecosystem will have on all the stakeholders, the challenges and concerns that
firms will face, and the emergence of new businesses and monetization models in
this space.
[1] Application
programming interface (API) refers to a set of functions and procedures that a
player opens to the external world to allow the creation of applications that
access the features or data of an operating system, application, or other
service.
[2] Integrated
firms refer to the firms that perform all the functions on their own without
collaborating or leveraging other firms in the ecosystem. Many of the banks in
the current ecosystem are integrated firms as they build, produce, and
distribute their own products for all business lines (without leveraging
FinTechs or other players in the ecosystem)
The Digital Insight speaks to Mike Dargan, Group CIO at the Switzerland-based bank UBS regarding digital transformation, as part of…
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The Digital Insight speaks to Mike
Dargan, Group CIO at the Switzerland-based bank UBS regarding digital
transformation, as part of an exclusive series of podcasts…
Could
you tell us the five pillars to digital transformation that UBS is implementing
and how you’ve been getting them off the ground?
So, we introduced a framework for innovation or digital
transformation, which were really the levers by which we achieve things, which
is the A, B, C, D, E. A for AI and Automation, B for unbundling, C for cloud, D
for data, and E for experience. These are really the levers we pull to try and
drive the transformation. It’s also a good way for people to remember what we’re
doing, and that will give the right focus to each of the areas.
Now, all of these are super linked. You can only really do this if
you’ve got a cloud strategy because you can operate, obviously, in a hyper-scale
environment. Getting the data organised is important to drive the right
experience.
AI and automation is one of the biggest. We’ve been focused first
on robotics or robotic process automation and moving along the value chain to
try and drive AI, which can come in many different forms. The first is doing it
in a very structured way, so almost like an event, and then moving into machine
learning, which can be NLP (natural language processing) and chatbots.
The first area of focus is really in the non-client facing space,
so what we’re doing in HR is to have a chatbot. What we’re doing in technology is
to have a smart bot which helps everyone when they have a technology issue.
They can communicate live if they do. The computer itself will resolve issues
and drive things in that way. Click here to listen to the podcast!
IPsoft has introduced 1Bank, the first conversational banking solution featuring virtual agent Amelia. It has been rated the top virtual…
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IPsoft has introduced 1Bank, the first conversational banking solution featuring virtual agent Amelia. It has been rated the top virtual agent in conversational AI by Everest Group.
Chetan Dube, CEO at IPsoft, commented: “With 1Bank we provide the most humanlike digital experience in the marketplace, built from the knowledge we’ve gained serving six of the world’s leading banks with conversational AI. We are giving banks the possibility of providing customers with their own personal banker around the clock.”
1Bank answers FAQs, but also resolves complex customer needs, by understanding customer intent. It can also switch context, mid-conversation. Its machine learning Learning (ML) abilities also mean that 1Bank can improve over time.
Some of the tasks 1Bank can carry out are:
advising on unpaid bills, proactively informing customers of an incoming bill and communicating any insufficient funds, making a money transfer and asking if the customer wants to set up payment for the bills when they are due.
recommending and setting up recurring payments, making payments from different accounts, opening and closing accounts.
helping customers locate transactions.
assisting with individual and potentially fraudulent charges on credit cards and disputing them, getting a new pin, getting a balance transfer or applying for a new credit card.
creating travel alerts after a customer made an airline purchase and proactively recommending the next step, such as, when traveling to exchange and withdrawing cash.
1Bank can integrate with existing tools and interfaces, and it can be added to existing applications to help customers quickly access the information and service they need. This includes mobile apps, desktop or kiosk apps, website modules, or within consumer chat applications, such as Facebook Messenger and Amazon Echo.
