Author

Richard Doherty

Published

8 April 2026

Estimated Read time

6Mins

Richard Doherty, Head of Wealth & Asset Management, Publicis Sapient, on how asset managers must redesign their enterprise for AI-driven decision intelligence

The asset management industry is entering a structural inflexion point. The first wave of AI focused on improving productivity through copilots and automation. The next wave will fundamentally reshape how decisions are made, executed, and governed across the enterprise. This is not a technology upgrade. It is an operating model shift.

Despite significant investment, many firms remain trapped in fragmented AI experimentation. A majority are yet to realise meaningful economic returns from AI, not due to lack of capability, but due to a failure to redesign how intelligence is applied across the organisation. The gap between ambition and outcome is not a technology problem. It is a structural one.

From Automation to Decision Intelligence

The industry conversation has evolved. The question is no longer whether to adopt AI, but how to scale it across the enterprise. However, most firms are still approaching this challenge through the lens of automation, identifying tasks that can be executed faster or at lower cost. This delivers incremental value, but does not address the underlying constraint: the structure of decision-making within the organisation.

Traditional operating models are built around sequential workflows. Work moves from function to function: research, compliance, operations, and distribution, each dependent on the previous stage. This creates latency, duplication, and fragmentation. Agentic operating models shift the focus from tasks to decisions.

Instead of asking “Which processes can we automate?”, leading firms are asking: “Which decisions can be augmented or owned by intelligent systems?”

This shift enables organisations to move from sequential workflows to parallel decision systems; from human-led analysis to AI-assisted reasoning; from periodic insight to continuous intelligence. The result is not a marginal improvement. It is a step-change in how the enterprise operates.

The Pressures Driving Change

This transformation is not happening in a vacuum. Asset managers face mounting structural pressures: margin compression driven by fee pressure and passive competition; rising operational complexity from regulation and product proliferation; and advisor capacity constraints that limit scalable growth. Agentic operating models directly address all three.

By automating complex workflows, rather than individual tasks, firms can significantly increase advisor and analyst capacity without proportional cost increases. Parallel decision systems reduce the time required to launch products, respond to market events, and deliver client insights. This compresses cycles from months to days. Continuous monitoring of guidelines, portfolios, and operational processes reduces exposure to regulatory breaches and operational failures.

These are not theoretical benefits. They represent measurable improvements in cost-to-serve, time-to-market, and operational resilience.

Not all Intelligence is the Same

To scale AI effectively, organisations must recognise that not all problems require the same type of intelligence. Enterprise AI operates across three distinct layers, and conflating them is one of the primary reasons AI initiatives fail to scale.

Deterministic systems execute predefined rules with complete consistency. They are essential for functions where there is zero tolerance for error, trade validation, settlement processing, and regulatory reporting. If a business outcome must be identical every time, deterministic logic remains the correct approach.

Predictive systems use historical data to forecast outcomes. Applied in areas such as portfolio risk modelling, fraud detection, and client churn prediction, they generate probabilities and insights, but they do not interpret context or make decisions independently.

Agentic systems operate where problems require interpretation, judgment, and contextual understanding, investment guideline interpretation, regulatory document analysis, portfolio insights, and client communication. These systems can reason across complex information, generate insights, and take action within defined boundaries.

The ‘Different but Valid’ Dilemma

A critical challenge in adopting agentic systems is understanding how they behave. Traditional software produces identical outputs. Agentic systems produce reasoned outputs.

This introduces what I call the ‘different but valid’ dilemma. An agent may take a different reasoning path from a human and arrive at a different, but still correct, conclusion. This variability is not an error. It is inherent to reasoning systems.

The real risk lies in hallucination, outputs that are not grounded in data or evidence. Managing this requires organisations to clearly define where variability is acceptable. All AI-driven processes sit on a spectrum: deterministic actions with no variability (trade execution), predictive actions with controlled variability (risk scoring), and agentic actions with higher variability (investment insights).

Leading firms design systems where agents perform reasoning, deterministic systems enforce execution, and humans retain oversight on high-consequence decisions. This balance enables both flexibility and control.

The Operating Model Shift

The most significant change is not technological; it is organisational. Traditional models are built on functional workflows. Agentic models are built on coordinated decision systems.

Consider what launching a new investment product looks like under each model. In a traditional model, it involves sequential handoffs between teams, compliance reviews the guidelines, operations configures the systems, and distribution drafts the client narrative. Each stage waits for the last.

In an agentic model, intelligent systems operate in parallel: compliance agents interpret guidelines, operations agents configure constraints, distribution agents generate client narratives, and governance agents validate outputs. This orchestration compresses timelines, reduces friction, and enables continuous decision-making. It represents a fundamental redesign of how work is performed.

Governance: the Foundation for Trust

Trust is the prerequisite for scaling AI. Without it, adoption stalls, not because the technology fails, but because the organisation cannot adequately explain or defend the decisions it makes.

Leading firms implement governance models built on three principles. First, explainability: every decision must be traceable and auditable. Second, authority boundaries: agents operate within clearly defined limits. Third, human oversight: high-consequence decisions remain under human control.

Regulatory expectations will continue to evolve, but one principle remains constant: organisations must be able to explain how decisions are made.

Scaling AI is a Leadership Challenge

Executives must take a deliberate approach across four areas:

  • Define the intelligence model: map business problems to deterministic, predictive, or agentic systems.
  • Build the foundation: invest in data, infrastructure, and orchestration capabilities.
  • Redesign the operating model: shift from workflows to decision systems.
  • Implement governance to ensure transparency, control, and compliance.

Start with high-value use cases and expand rapidly across the enterprise. The firms that act now will establish a structural advantage in cost, speed, and decision quality. Those that do not risk being constrained by legacy operating models that cannot scale with the demands of modern markets.

The Question is not if, it is Who

The industry is not simply adopting new technology. It is redefining how decisions are made. The firms that succeed will not be those that deploy AI tools in isolation. They will be those who design the right form of intelligence for each problem, redesign their operating models around intelligent systems, and scale agentic capabilities across the enterprise.

This shift is already underway. The question is no longer whether it will happen. The question is which firms will lead, and which will be forced to follow.

Learn more at publicissapient.com

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

Author

Trilliam Jeong

Published

12 February 2026

Estimated Read time

4Mins

Trilliam Jeong, CEO at WealthBlock on why pairing credit discipline with real-time reporting will deliver a better position to hold onto investor confidence

There’s no shortage of noise around the direct lending market right now. On one hand, deal activity remains strong, capital continues to flow in and investor appetite hasn’t wavered. On the other, competition is fierce, rates are edging down and macro conditions are less forgiving than they were a year ago.

But strip out the headlines and the fundamentals still look solid. The demand is there, both from borrowers looking for speed and flexibility and from investors chasing yield and consistency. That puts direct lenders in a strong position, provided they’re prepared to adapt.

Operational Shift

One of the most significant shifts underway is operational. We’re seeing real adoption of technology across the mid-market from AI-assisted onboarding to fully digitised investor dashboards. This isn’t just cosmetic. Faster processes and clearer visibility mean capital can move more quickly, investors stay better informed and managers have more room to protect margins, even in a tightening spread environment.

LP expectations are shifting too. Many now expect a consumer-grade digital experience from the platforms they commit capital to. They want real-time access to reports, frictionless communication and clarity around how their money is being deployed. That shift in expectations is accelerating the tech arms race across the mid-market. It’s no longer about who can show the best deck but rather can deliver the best infrastructure. And as investor sophistication grows, that infrastructure is becoming a non-negotiable.

Digital Infrastructure

That shift is also influencing how mandates are awarded. Institutional investors increasingly view digital infrastructure not as a bonus, but as a sign of long-term readiness. Questions that once focused solely on deal pipeline and past performance now extend to data availability, reporting cadence and system resilience. It’s not just about what a manager can deliver but how transparently and reliably they can do it. As more allocators run tighter operational due diligence processes, digital maturity is quietly becoming a competitive edge. Platforms that can demonstrate consistent, tech-enabled processes are better positioned to win, and keep, capital.

That matters, because rates may not stay where they are. Increased competition is already putting pressure on pricing. But firms with strong digital infrastructure are better placed to absorb it. Operational leverage, not just headline yield, is becoming a key differentiator.

Scaling Up

There’s also the issue of scale. Consolidation is real and it’s reshaping the market. The biggest managers are only getting bigger and their resources are hard to match. But size alone isn’t the whole story. Technology is giving smaller and mid-sized players a way to compete on experience even if not on balance sheet. A seamless, professional, tech-forward investor journey can carry real weight with LPs, particularly those who value speed and clarity over brand.

That’s especially relevant for new entrants. There’s no shortage of managers in direct lending and standing out requires more than just a different strategy. Yes, some are carving out a niche in NAV lending, venture debt or structured credit but what really earns attention is trust. That comes from clear communication, repeatable processes and a level of transparency that goes beyond the marketing deck.

The Outlook for Lending

The macro outlook is part of the equation too. With corporate defaults expected to rise, discipline is going to matter more than it has in recent years. Underwriting strength, sponsor alignment and proactive portfolio monitoring are back in focus. Investors will be watching for signals that managers are prepared for downside risk. The tougher the environment, the more exposed weaker systems become. Inconsistent reporting, vague valuation logic or delayed updates might have been tolerated in a bull market – but not now. Allocators want to know how a manager will behave under stress, not just how they perform when everything’s going to plan. That makes operational maturity as important as deal-level returns.

Firms that pair credit discipline with real-time reporting will be in a better position to hold onto investor confidence. Allocators are already asking more pointed questions and looking for managers who can back up claims with data. There’s still plenty of room to grow in direct lending, but it won’t be enough to rely on past performance or broad market tailwinds. The firms that outperform from here will need to be efficient, responsive and trusted. In a more competitive, more transparent and more regulated market, those are the traits that will endure.

Learn more at wealthblock.ai

  • Blockchain & Crypto
  • Embedded Finance
  • Fintech & Insurtech

Author

Dan Brightmore

Published

16 January 2026

Estimated Read time

5Mins

Ben Goldin, Founder and CEO of Plumery, explores the key banking trends for 2026 – from fraud and digital assets to stablecoins and AI applications

As we head into the second half of the decade, several emerging trends will come to the fore in 2026. The interconnectedness among these trends is also noteworthy. Artificial intelligence (AI) and progressive modernisation act as common threads.

A strong current throughout 2026 is the shift from customer-first banking to human-first banking. This relates to the concept of ethical banking. It focuses on creating financial services that have a positive social and environmental impact. 

Human-first banking aims to get even closer to the customer by understanding their actual human needs, rather than just consumer needs. For example, a bank should be acting as a coach to improve a customer’s financial health, not solely as an advisor on which products they should buy. Banks can build trust in a digital world through tailored and empathetic interactions, effectively simulating the experience customers formerly had with their personal banker.

To attain that level of hyper-personalisation, banks will need to be capable of processing vast amounts of transactional data, which can only be accomplished by deploying AI and big data tools. This requirement, in turn, will turbocharge progressive modernisation, another trend that has been bubbling under the surface for the past few years.

Traditional banks are using progressive modernisation to deal with legacy infrastructure that is not fit for purpose in a digital-first, AI-driven world. Instead of a big bang replacement of core banking systems, which is risky and can take years, banks are creating change from within existing architecture. Banking is leveraging technologies that support a multi-core strategy. With this approach, banks can add new cores for specific products that require greater agility and innovation. Modern cores are necessary for deploying the latest AI and big data tools because they provide a unified, real-time data foundation to deliver hyper-personalisation.

Fraud Threats

Fraud will remain a top concern throughout 2026. Adversaries use AI to expand the range of techniques, such as impersonation scams and identity theft, as well as accelerate and scale fraudulent activity.

According to the UK Finance Half Year Fraud Report 2025, £629.3 million was stolen by criminals in the first six months of this year, and there were 2.09 million confirmed cases across both authorised and unauthorised fraud. Card not present cases rose 22% to 1.65 million and accounted for 58% of all unauthorised fraud losses.

However, the good news is that there was a 21% increase in prevented card fraud in the first half of 2025. The £682 million which was stopped from being stolen is the highest-ever figure reported.

To combat fraud, new and improved tools to help banks identify, verify and onboard customers will come to market in 2026. The move away from paper-based identity (ID) and widespread adoption of digital ID will play a key role in the fight against fraud. Hence the UK government’s recently announced plans to roll out a new digital ID scheme.

In addition, I expect to see a fundamental shift in fraud detection using real-time behavioural analytics, data analytics for proactive risk identification, and other applications of AI and machine learning in this space.

Digital Assets and Stablecoins

Digital ID verification is also essential for fighting fraud in the digital assets and stablecoins space. Another hot topic at several banking and payments industry conferences last year.   

In 2026, digital assets and stablecoins will become much more mainstream. Banks have left the sidelines and are now actively engaged with running pilots. For example, in September a consortium of nine European banks, including CaixaBank, ING and UniCredit, announced an initiative to launch a euro-denominated stablecoin.

Central banks and regulators are developing a comprehensive agenda for digital assets. Banks will need to blend traditional fiat currencies and assets with their digital counterparts. This trend is also driving a progressive modernisation approach, as legacy core banking systems weren’t designed to manage digital assets, nor do they support moving money via blockchain-based rails. I expect to see more banks looking to deploy a multi-core strategy where digital assets are managed and stored elsewhere, but they can still provide a seamless and unified experience to customers.

AI

Last year, I predicted that the industry would adopt a ‘meet-in-the-middle’ approach to AI, with banks beginning to uncover the real value that the technology can deliver. I also predicted consolidation, recalibration and stabilisation in the market.

GenAI Banking Applications

My predictions held true, by and large. In 2025, institutions explored what is possible, relevant and achievable within the banking context, then specifically for each individual institution within its legacy architectures and technological environments.

This trend will evolve into more practical actions and initiatives over the next 12 months to provide greater clarity around where GenAI shines versus where it’s not applicable.

To gain clarity, it’s important to understand the difference between AI and GenAI. The latter is built on stochastic principles, which uses probability to model systems that appear to vary in a random manner. This means that the same input could potentially generate different outputs – this isn’t acceptable for automated financial operations, which requires much more determinism. Hence, I believe that GenAI will be used chiefly in scenarios where there’s human intervention.

One area where GenAI is applicable is in conversational applications. For example, banks will begin launching more interactive user interfaces. Customers will be able to interact with the bank as they would a human. Moving beyond simple, frequently asked questions to actual actions.

GenAI in the Back Office

Similarly in the back office, banks can leverage GenAI to provide guidance to their employees and accelerate certain tasks. Using the technology to improve efficiency and help staff do more will have a positive impact on customer experience. Processes will take much less time.

It will also help to bring unbanked segments or non-standard customers, which are difficult and costly to onboard because they require a bespoke assessment, into regulated financial services. Applying GenAI can make the bespoke process much more efficient by providing data-driven insights to support faster and smarter decision-making. This will make it much cheaper to serve these segments. Including smaller and medium-sized enterprises, which will drive financial inclusion and improve customers’ financial health.

Learn more at plumery.com

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto
  • Cybersecurity in FinTech
  • Digital Strategy
  • Fintech & Insurtech
  • InsurTech

Author

Can Taner

Published

13 January 2026

Estimated Read time

3Mins

Can Taner, Chief Product Officer at Bitpace, analyses the most important shifts in the crypto and payments landscape

The crypto industry has entered a phase of unbundling. Instead of one-size-fits-all platforms that try to do everything, businesses are looking to specialised providers that solve real-world problems with focus and precision. This shift defines how leading firms now build products: client-first, agile, and compliance-ready by design.

Solving Real Problems with Real Products

The key to building effective crypto payment solutions is understanding what businesses actually need. Payments should help companies operate faster, more efficiently, and at lower cost. Rather than chasing every trend, the focus should be on creating tools that remove friction and add measurable value.

That’s why many providers now offer modular solutions designed to work seamlessly across industries:

  • Payment gateway – enabling merchants to accept crypto securely, with instant conversion to fiat if needed, reducing volatility risk.
  • Global settlements – allowing businesses to move funds cross-border quickly and cost-effectively, bypassing traditional bottlenecks.
  • API integration –giving partners the tools to embed crypto payment functions directly into their platforms, delivering a frictionless experience for end-users.
  • OTC services –providing access to large-scale crypto trades, executed with discretion, high liquidity, and competitive pricing.

Each product is tailored to solve a specific pain point. Instead of bundling everything into a rigid system, we focus on flexible modules that businesses can adopt individually or together.

Agility and Expertise in Product Development

For providers, being specialised also means being agile. Every client problem requires a different approach, and in-house expertise allows them to respond quickly without compromising quality. From compliance to sales to product development, teams must collaborate to find creative solutions that meet the highest regulatory and technical standards.

This agility is only possible if they invest in deep domain knowledge. Product and engineering teams that understand the nuances of payments, crypto, and regulation can adapt quickly to market changes while keeping compliance at the core of every decision.

How to Launch New Products Effectively

Launching a new product in crypto, or any fast-evolving sector, demands structure and discipline. The most successful teams follow a process that balances creativity with rigour.

  • Start with ideation. Listen closely to client feedback, analyse emerging trends, and identify where the market still falls short. Great products don’t begin with technology, but with a clear problem to solve.
  • Do the research. Test assumptions early, model potential use cases, and validate compliance requirements before writing a single line of code. A strong evidence base prevents costly pivots later.
  • Plan collaboratively. Bring product, legal, compliance, sales, and technology teams together from the outset. Aligning goals across functions ensures that innovation doesn’t come at the expense of security or scalability.
  • Build with resilience in mind. Security, interoperability, and performance should be built into the product from day one, not retrofitted at the end.
  • Test thoroughly. Create safe environments to simulate real-world conditions and identify weaknesses before launch. Testing isn’t just a single step, but an ongoing cycle.
  • Launch deliberately. Roll out in phases, gather user feedback, and support early adopters closely. A careful launch builds trust and sets the stage for sustainable growth.

Each of these stages is designed to reduce risk, accelerate learning, and maximise long-term value, principles that define successful product development in today’s crypto landscape.

How Specialisation Wins

Launching products in crypto is about precision and collaboration. The great unbundling of crypto is rewarding those who specialise, focusing on solutions that solve real business challenges. Specialised providers win because they put the client first. That focus on expertise and flexibility is what defines success in the new era of crypto payments.

Learn more at bitpace.com

  • Blockchain & Crypto
  • Digital Payments
  • Fintech & Insurtech

Author

Dan Brightmore

Published

4 August 2025

Estimated Read time

8Mins

Read in brochure format

FinTech Strategy met with Standard Chartered’s Head of Digital Assets – Financing & Securities Services, Waqar Chaudry, at Money20/20 Europe to discuss how the bank is connecting traditional with digital, collaborating with FinTechs directly and via SC Ventures, and taking a measured approach to entering the crypto market

Money20/20 Europe Exclusive

There is a buzz in the air at Money20/20 Europe. Waqar Chaudry, Head of Digital Assets – Financing & Securities Services at Standard Chartered, has just spoken on Mastercard’s Horizon Stage about the great digital assets opportunity. We meet up with him at his bank’s stand in the heart of the action at the Amsterdam RAI Arena.

Waqar works in custody to secure digital assets at Standard Chartered. It also has a fund accounting business and offers transfer agent services. “The financing in the Financing & Securities Services elements are in our FX Prime offering,” he explains. “At the moment my sole focus is on crypto custody, tokenisation and building an ecosystem around those products.”

The Rise of Digital Assets

It’s an exciting time for Standard Chartered with crypto custody and the rise of stablecoins and tokenisation… Whether the asset is Bitcoin, a tokenised money market, or anything tokenisable, there have been a lot of conversations with the bank’s partners in terms of the technology quest.

“Most of the conversations historically have been led by the fact that technology does give you the capability to do 24/7 trading and settlement. Risk management from the technology side is much better. The blockchain dream is sold to everyone, which remains true,” notes Waqar. “The issue has been that on the business side, tackling the areas that actually can work with this technology. You have your near instant settlement availability on blockchains. On the other side you have a T+1 or T+3 cash settlement time – that doesn’t gel very well.

“Entrenched in the day-to-day business of these really large institutions is to be able to inject a new piece of technology. And then suddenly say, hey, all these things are solved. For all the inefficiencies in the system it doesn’t work that quickly. We’re actually taking one step at a time. That’s why it’s exciting that we can see in five or ten years from now what the world will look like. Basically, in our vernacular that means we have near instant settlements and near instant international transfer of value. So, that’s the kind of stuff that we are really interested in for the future.”

Meeting the Blockchain Challenge

Waqar explains that when something like a blockchain comes into a traditional bank, and especially blockchains like the ones that support an asset like Bitcoin, you don’t know who the counterparties are (which are clear on the SWIFT network).

“You have to build capability from a technology side, operations side, risk management side,” he continues. “You need to develop the governance of all those functions to be able to get the value of the asset in the ecosystem. And then be able to add value to that to transact on it. We don’t yet have those ingredients, so it becomes very challenging for us to accept the assets. A lot of the work that the bank has done over the past five years has been around embedding those elements into our day-to-day operations. It’s about understanding the risk profile of the coins and understanding the risk profile of the blockchains.”

Waqar’s team works on how to protect the ecosystem from risks from both an AML and KYC point of view. “We’re also making sure that by doing that we don’t create such a burden to the client that the service becomes useless,” he adds. “We’re trying to balance that out and that’s where the challenges lie at the moment. The next stage is to also be able to integrate all of our traditional cash and assets rails into this. And that’s where the next level of risks will come in… Where people are not used to seeing things on the blockchain… They are used to seeing things on the SWIFT network or a CSD. But when the blockchains come in, profiles will change and that’s where we have to meet the challenges.”

Traditional Meets Digital

For an asset manager with a variety of equities and bonds, but keen to start in crypto and other digital assets, the rails are very different… “The liquidity venues and the way you settle the instrument are very different. And they don’t naturally talk to each other,” confirms Waqar. “It’s a big challenge. But to be able to go with the provider that has all the capabilities, which includes the cash side, the asset side, the crypto side and the blockchain side, is something people are looking for now. Without having the end-to-end picture, it would be very difficult for our clients to have an equitable strategy for their clients. We need to be able to service them appropriately based on the rails they operate in.”

For Standard Chartered’s clients it’s increasingly important for payments to facilitate activity on-chain regardless of the use case of digital assets. “There is a key challenge with payments at the moment. If you do transfer value across geographies or between B2B and B2C, what do you do with that value afterwards?” asks Waqar.

“Are you going to keep it on the books for your treasury or account purposes or are you going to find a way to liquidate the position to pay your employees or pay your service provider? Without the capability to store the asset appropriately and then convert it into a usable form, you can’t do much with it. The only thing you can do is actually transfer value. So, for us what’s important in payments is that we get the transfer value happening immediately. Or as quickly as possible. And then also connect our payment infrastructure and the banking behind. We aim to support the transfer of value from a digital asset into an actual cash asset.”

Building on Success

Standard Chartered’s work with OKX in Dubai has spurred demand the bank didn’t expect. “The key ingredient is that a really large crypto exchange has come together with a really large bank,” reasons Waqar. “When you combine the product features of a large bank like ours with the liquidity of OKX it creates a unique proposition in the market. The traditional players have started to show interest in that because now they can buy diverse assets, pledge them as collateral and start trading while the assets remain safe in a genuine large institutional bank. And at the same time, they also have access to a highly regarded institutional exchange. That story is for us quite important and we’re fostering these relationships more and more…”

It’s been a real success story for Standard Chartered on the money market fund side which is also connected to what the bank is doing on the collateral side. “Money market funds are used to gain value and have an asset that does generate yield on the one side, but also the capability to use the asset as collateral is important,” adds Waqar.

“The money market fund that we launched for China Asset Management in Hong Kong, albeit it’s a retail use case for a start, but then the ambitions are big. The next thing is how do we start using that same asset for pledging for trading purposes and then how do we inject that into a portfolio basket of assets that people buy? At Standard Chartered, we aim to create a supermarket of tokens in a centralised ecosystem. So, our collateral story and the tokenised money market funds is connected, and we want to continue building around it. We’re thinking about other assets now too… We’re looking at equities, bonds and enabling more cryptocurrencies in the same ecosystem as well. It’s just the start of all the things we need to build in the future.”

Why Money20/20?

“This is my first time coming to Money20/20 Europe. Digital asset companies are here alongside financial services and related FinTechs. It’s great that they’re able to talk to each other and it’s quite evident there are lots of great meetings happening. There are many companies here we are either supporting or we’re working with. We’ve also had meetings with UK government representatives geared to attracting talent into the country. They’re trying to make sure that their FinTech ecosystem grows quite significantly for us in the UK and for other footprint markets in Asia; Middle East and Africa are also quite important in how we do that and continue to grow.”

The Evolution of Collaboration between Banks and FinTechs

Standard Chartered is also working in harmony with its ventures partner SC Ventures. The bank is working closely with Libeara for tokenisation and with Zodia Custody as Saas. “Our core institutional bank and our Ventures business are quite tightly coupled from that point of view,” says Waqar. “And it’s quite obvious that the reason for that is how we’ve made significant investments into them. We’ve given part of our DNA into this ecosystem and now, at the bank, they’re building the ecosystem around these capabilities, so we’re keen to bring them in and use their solutions for our services as well.”

Standard Chartered may be a traditional bank but it is a seasoned collaborator with innovative FinTechs. “They need traditional services too,” reasons Waqar. “Once they get to a critical mass, a FinTech may not have the bandwidth to manage certain client sizes. By partnering with some of the FinTechs, we’re seeing that once a certain size of a client comes in, they prefer to work with a large institution like ours. So, that partnership is proactively managed as well from our side. From our ventures side, bringing their innovative approach to product development and technology into the bank, building the ecosystem around risk management and governance from the bank side and then connecting into the FinTechs outside of that ecosystem is something I think is quite an interesting proposition for us. We’re going to keep building on top of that.”

Standard Chartered – Financing & Securities Services

Promoting your future in global securities

We’re ready to help you flourish in emerging and frontier securities services markets

In today’s fast-moving markets, especially  across Asia, Africa and Middle East, success isn’t just about the solutions you choose – it’s about the partnerships you build.

Standard Chartered has been committed to these regions for decades. We understand both the promise and challenges. That’s why we go beyond delivering end-to-end custody, fund, and fiduciary  solutions – we actively help shape the markets themselves.

By working with local governments and industry associations, we bring you early insights and access to new opportunities. Partnering with leading asset managers, fintechs, and infrastructure providers, we connect you to the best of the industry, via a single partner. Because in a world of complexity, collaboration is your greatest advantage.

Learn more at sc.com/en/corporate-investment-banking/financial-markets/financing-and-securities-services/

  • Blockchain & Crypto
  • Events
  • Together in Events

Author

Dan Brightmore

Published

5 June 2025

Estimated Read time

3Mins

The final day at Money20/20 Europe 2025 was packed with more insights on the future of FinTech, from banks to borderless innovation.

Money20/20 Conference Themes & Tracks

Money20/20 Europe 2025 is structured around four thematic content tracks:

  • Digital DNA – Exploring core infrastructure, platform strategies, and foundational technologies.
  • Embedded Intelligence – AI, machine learning, data strategies, and real-time analytics.
  • Beyond Fintech – Partnerships between fintechs and other sectors like retail, health, and climate.
  • Governance 2.0 – Regulation, digital identity, privacy, and ESG compliance.

Day three featured more impactful sessions across all four pillars, offering attendees more valuable insights and strategies for innovation.

Highlights from Key Sessions at Money20/20 Europe:

How to Create and Leverage FinBank Partnerships

The discussion focused on the evolution and success of FinTech partnerships with banks. Key points included the shift from transactional partnerships to more collaborative, value-driven relationships, emphasizing joint KPIs and product creation. 

Alex Johnson, Chief Payments Officer, Nium

“You really have to differentiate. You really have to stand out for a bank to say, ‘Yeah, I like what you offer enough to go through, six months of onboarding.’ Dare I say, maybe more.”

John Power, SVP, Head of JVs & AQaaS, Fiserv

“The legacy system, it’s a fact of life. They’re there. They’re pervasive. They’re going to be here for a long time, and banks historically have made huge investments in those platforms and systems. So I think both the challenge for the for the bank and the opportunity for the FinTech is, how do you at the front end of those legacy systems develop new products that can scale and that you can bring cross border easily and readily.”

Cecilia Tamez, Chief Strategy Officer, Dandelion Payments

 “It really is cutting the line to be able to deliver opportunity for customers and to be able to expand propositions for new customers.”

“The economic development supply chains shifting to low to middle income countries are incredibly important right now, and cross border payment rails have not been good in low middle income countries.”

Where Fintech goes Next: Tapping into Platforms and Verticals 

The discussion centred on the democratisation of financial services through embedded finance. The panel emphasised the importance of data quality, personalisation, and strategic partnerships in delivering seamless financial experiences – ultimately enhancing customer satisfaction and improving business efficiency.

Hiba Chamas, Growth Strategy Consultant – Independent

“Embedded finance is going to be defined by region and use cases.”

Amy Loh, Chief Marketing Officer – Pipe

“Small businesses don’t want to manage their business through a bunch of different tools that are stitched together. They’re looking to platforms to do everything for them and keep high end services.”

Zack Powers, VP Commercial & Operations – Mangopay

“Most platforms or merchants out there trying to diversify revenue, and they will get auxiliary revenue, or maybe get primary revenue through FinTech activity.”

The Neobanks Strike Back

​​In a dynamic exploration of neobanking’s evolution, Ali Niknam revealed bunq’s remarkable journey from a tech-driven startup to a sustainably profitable digital bank. By leveraging AI across every aspect of their operations, bunq has transformed traditional banking, reducing support times to mere seconds and creating a hyper-personalised user experience. Niknam emphasised the power of user-centricity, showing how innovative features like simple stock trading and multi-language support can democratise financial services.

The bank’s strategic approach – focusing on user needs rather than investor expectations – has enabled them to expand thoughtfully, with plans to enter the UK and US markets. By embracing technological change and maintaining a relentless commitment to solving real customer problems, bunq exemplifies the next generation of banking.

Ali Niknam, Founder & CEO, bunq


“Somewhere in the 70s, we let go of the gold standard, and now currencies are basically floating. The only reason why a dollar or a euro is worth what it’s worth is because of trust and perception. Philosophically, it’s very logical that we have found another abstraction layer by introducing stablecoin, which is not much else than a byte number that has a denomination currency as a backing asset that itself doesn’t have anything as a backing asset. A lot of people might ask, ‘Why would you need a stablecoin? We have euros. I go get a coffee, pay with Apple Pay or cash.’ But there are many countries on this planet where the local currency is not stable. If your country has an inflation rate of 30,000% like Zimbabwe, you would really love to use a different currency. The US dollar has been the currency of choice, but as a normal person, you cannot access the US dollar. A US dollar stablecoin that you can access by simply having a mobile phone – that’s going to be transformational for large groups of people.”

Innovating When Regulation Can’t Keep Up: Lessons from NASA 

Lisa Valencia covered an array of topics, from her 35 year career at NASA and Guinness World Record to the rise of private entities like SpaceX, which has launched 180 missions this year, and the increasing role of public-private partnerships in space exploration. The speaker also touched on international collaborations, particularly with the European Space Agency and the Italian Space Agency, and the potential for space tourism and colonization of the moon.

Lisa Valencia, Programme Manager/Electrical Engineer – Pioneering Space, LC (ex NASA)

“Back in the day, NASA got 4% of the national budget. Now it’s down to just 0.1%, so we’ve had to get creative with private partnerships. SpaceX is the perfect success story. They came to us in 2007 needing money after some rocket mishaps, and look at them now! From my balcony, I see their launches every other day. They’re planning 180 launches this year alone.Talk about a return on investment!” 

“We’re planning to colonise the South Pole on the moon. The idea is to extract water and hydrogen from the regolith—both for living there and for fuel.”

Scaling Internationally in 2025: Funding, Innovating, and Breaking into New Markets

The conversation focused on the growth and strategy of fintech companies, particularly those with a strong presence in Europe and the US. The panel featured Ingo Uytdehaage, CEO and co-founder of Adyen, and Alexandre Prot, CEO of Qonto. Both leaders expressed a preference for organic growth over acquisitions, emphasizing the importance of scaling efficiently before pursuing an IPO.

Ingo Uytdehaage, CEO and co-founder of Adyen

“I think an important part of scaling a company is not just thinking about your product, but also considering the markets you want to address, and how you ensure you become local in each country.”

“We realised over time that if we really want to bring the customers, we need to have the best licenses to operate. A banking license gives you a lot of flexibility.” 

“Being independent from other companies, other financial institutions, that gives you flexibility to build what your customers really want.”

“I think it’s very important, also in Europe, that we continue to be competitive. If you think about regulations and AI, we shouldn’t try to do things completely differently compared to the US.”

Alexandre Prot, CEO of Qonto

“We need to be very strict about tech integration and avoiding legacy which slows us down.”

“We still need to scale a lot before we have a successful IPO. A few team members are working on it and getting the company ready for it. But, the most important thing is just scaling efficiently in the business, and maybe an IPO would be welcome in a couple of years.”

Putting The F in Fintech

The panel discussion focused on the role of women in FinTech based on personal experiences.

Iana Dimitrova, CEO, OpenPayd

“At times, being underestimated is helpful, because if you’re seen as the competition, driving an agenda is becoming more difficult. So what I found, actually, over a period, is that bringing your emotional intelligence, leaving the ego outside of the outside of the room, and just focusing on execution is is incredibly helpful.” 

Megan Cooper, CEO & Founder, Caywood

“The moment we start defining ourselves as like a female leader or a female entrepreneur, you almost kind of put yourself in a bit of a box. And so I think just seeing yourself on an equal playing field and then operating it on an equal playing field and interacting in that way is quite advantageous.”

“We can’t just want diversity and hope it happens. We actually have to be intentional about creating it.”

Valerie Kontor, Founder, Black in Fintech

“Black women make up 1.6% over the FinTech workforce, but when we look at the financial reality of black women by the age of 60, only 53% of black women have enough money in their bank account to retire. We need to start marrying people in FinTech and the people that we need to serve.”

Money20/20 Europe 2025 closed its doors but the next edition of the conference will return to Amsterdam from June 2–4, 2026, promising to continue the tradition of shaping the future of financial services…

  • Artificial Intelligence in FinTech
  • Blockchain & Crypto
  • Cybersecurity in FinTech
  • Digital Payments
  • Embedded Finance
  • Host Perspectives
  • InsurTech
  • Neobanking