Banca y FinTech
Oradores que navegan la colisión entre las finanzas tradicionales, la innovación digital y el futuro del dinero
Speakers Associates represents 64 speakers on Banca y FinTech, including Stephen Foerster, Arunjay Katakam, Rodney Williams, Omar Christidis, Sheena Allen, Cheryl Campos, Brett King, Confidence Staveley, Ashlea Atigolo y Elemi Atigolo.
Boards are setting strategy against a macro backdrop they no longer feel they fully understand. Rate shocks, bank failures, unfunded pension liabilities and foreign ownership of critical UK assets have moved from the business pages to the risk register. Leaders want an economic lens that connects what is actually happening in markets and Whitehall to the decisions in front of them.
Most financial crime training works off case studies written after the fact. It teaches people what fraud looks like from the outside. What it rarely gives them is the working logic of the person on the other side of the transaction. That blind spot is what allows sophisticated scams, mule-account networks and AI-enabled impersonation to keep finding room inside well-resourced institutions.
Most investment decisions in large organisations still rely on conviction, narrative, and individual judgement. The cost of that habit shows up in inconsistent returns, hidden risk concentrations, and strategies that cannot be repeated when the person leaves the room. The hard question is what it actually takes to run capital, or any high-stakes commercial decision, on systematic rules rather than gut.
Inflation, interest rates and financial regulation now move faster than most leadership teams can interpret them. Boards need someone who can take a central bank decision, a supply shock or a fresh enforcement action and explain what it actually means for capital, pricing and risk, without jargon and without dumbing it down. The gap is rarely information. It is translation at the level a chief executive can act on.
Boards are taking strategic decisions against a financial backdrop most leadership teams no longer feel fluent in. Interest rates, pensions liabilities, corporate governance and market sentiment have all moved from the finance function to the top of the agenda. Senior teams want a reading of the City, the economy and the press coverage around them that connects to the decisions they are actually making.
Incumbent financial institutions know their customers would leave if a credible alternative appeared. The problem is building that alternative inside a regulated industry, with legacy systems, risk-averse culture, and distribution models that were never designed around the customer. Most attempts to modernise from within stall long before they reach the market.
Growth strategies built on extraction are reaching their commercial ceiling. Customers, regulators, and capital are pulling in the same direction: businesses that cannot demonstrate inclusive economics in their unit economics are losing access to markets and licence. The tension for senior leaders is practical, not philosophical. How do you redesign the operating model so participation, opportunity, and sustainability become commercial inputs, not afterthoughts.
Most boards have approved AI strategies. Very few have AI in production at the heart of a regulated business. The gap between pilot enthusiasm and operating reality is where strategy stalls, governance gets nervous, and customer-facing teams quietly lose faith in the technology.
Banking, payments and customer trust are being rewritten by code, and most incumbent institutions are still organising around branches, products and quarterly earnings. Boards know the platform players, embedded finance and AI agents are reshaping the economics of the industry. The strategic question is how far to push, how fast, and what kind of institution remains on the other side.
Blockchain and digital currency have moved from curiosity to board-level question, and most executives still cannot separate the credible use cases from the noise. Regulators are writing rules in real time, and early decisions about custody, tokenisation, and settlement will shape cost structures for a decade. Leaders need a translator who has sat on both sides of the table, inside government and inside the research lab.
Capital, talent and opportunity still concentrate around the same networks, while the workforce, the customer base and the founder pool look nothing like that. Most diversity work has not changed who actually gets funded, hired or promoted. Organisations need people who can build the communities and pipelines that move resources, not run another sentiment programme.
Incumbent banks are facing increasing competition from challenger institutions that now match them on product and user experience. The more complex question is how banking will evolve as money and data become increasingly programmable, and who will control the underlying infrastructure.
All speakers on Banca y FinTech
- Alex Brummer
- Alex Wood
- Andreas Clenow
- Andrew Verity
- Anthony Hilton
- Anthony Thomson
- Arunjay Katakam
- Ashlea Atigolo
- Brett King
- Brian Forde
- Cheryl Campos
- Chris Gledhill
- Chris Holmes
- Chris Skinner
- Christer Holloman
- Confidence Staveley
Show all 64 speakers
- David McWilliams
- Dominique Strauss-Kahn
- Elemi Atigolo
- Emilie Bellet
- Eugene Fama
- Ewald Nowotny
- Gillian Tett
- Howard Davies
- Huang Yiping
- Huy Nguyen Trieu
- Jean-Claude Trichet
- Jeremy Siegel
- Jim McKelvey
- Julia Streets
- Katie Pilbeam
- Leszek Balcerowicz
- Manisha Tank
- Marek Marian Belka
- Margaret Doyle
- Michael Wilson
- Mike Harris
- Myron Scholes
- Nadine Hani
- Neira Jones
- Nick Leeson
- Ning Zhu
- Omar Christidis
- Paul Lewis
- Raghuram Rajan
- Rebecca Harding
- Robert C Merton
- Robert Mazur
- Robert Peston
- Robert Shiller
- Robin Speculand
- Rodney Williams
- Sallie Krawcheck
- Salvatore Cantale
- Sasha Qadri
- Sheena Allen
- Simon Jack
- Simon Johnson
- Stephen Foerster
- Sung Won Sohn
- Susan HayesCulleton
- Thomas Sargent
- Vitor Constancio
- Yu Yongding