Fintech Leaders 2025

Global CeFPro® Research Report

FINTECH LEADERS March 2025

www.fintech-leaders.com

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Contents

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16 19 22 26 31

INTRODUCTION Executive summary

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Fintech Leaders advisory board

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About CeFPro

RESEARCH METHODOLOGY AND DEMOGRAPHICS Demographics and respondent profile

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CYBERSECURITY DOMINATES AS CUSTOMER FOCUS WANES Cybersecurity stays at the forefront

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Balancing security with customer experience

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Driving forces behind cybersecurity investments

CURRENT AND NEAR-FUTURE USE FOR AI IN BANKING Top priorities for AI’s application

RegTech investment trends in AML and KYC transaction monitoring

AUTOMATION, EFFICIENCY, AND BUSINESS PRIORITIES Efficiency and compliance drive fintech adoption Automation and efficiency lead fintech benefits

CHALLENGES AND OPPORTUNITIES IN FINTECH

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The biggest obstacles to fintech adoption

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AI as a business driver

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Strengthening AI governance

FUTURE OF FINTECH AND DIGITAL BANKING

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Emerging technologies become mainstream

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AI in 2025 and beyond

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The rise of national / digital cryptocurrencies (CBDCs)

CONCLUSION Report conclusion Appendix

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Table of Figures

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FIGURE A:

Where are you located?

FIGURE B:

What sector do you work in?

FIGURE C:

Rank the top 5 areas in order of priority your organization plans to invest in fintech in 2025:

FIGURE D:

What are the leading areas for cybersecurity investment?

FIGURE E:

What are the top 3 applicable areas in order of priority for AI in financial services in your organization?

FIGURE F:

In which RegTech area does your organization plan to invest the most in 2025?

FIGURE G:

What are your primary objectives for fintech implementation within your organization?

FIGURE H:

What is the most important benefit fintech offers to your organization?

FIGURE I:

What are the biggest obstacles to fintech adoption in your organization?

FIGURE J:

Which department in your organization is PRIMARILY responsible for AI?

FIGURE K:

What do you consider to be the leading fintech OPPORTUNITIES for financial services firms in 2025 and in the next 5 years?

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Introduction Executive summary Page 5

About CeFPro Page 7

Fintech Leaders advisory board Page 8

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INTRODUCTION

Executive Summary The 2025 Fintech Leaders Report explores critical financial technology (fintech) trends, challenges, and opportunities within financial institutions, highlighting cybersecurity, artificial intelligence (AI), regulatory technology (RegTech), automation, and digital banking.

Cybersecurity remains the top priority

Cybersecurity continues to dominate fintech investments and risk concerns due to increasing threats such as ransomware and data breaches. The top three areas of investment are privacy, network security, and cloud security. These priorities are driven by regulatory pressures and risk management needs. Additionally, national pressures for more secure systems and enhanced customer expectations have kept this as the top risk and priority.

AI in financial services: A growing but complex opportunity

AI is increasingly used in fraud detection, process optimization, and risk management. However, some fear that regulatory challenges, such as the European Union’s AI Act, may slow adoption and add to compliance costs. Recent moves by the Trump administration, along with a number of voices across Europe, have highlighted the need to balance technological advancements with consumer and privacy concerns. While generative AI (GenAI) holds significant potential, financial firms are approaching its implementation cautiously due to uncertainties in governance and risk.

RegTech investment trends: Focus on AML and KYC

Investments in anti-money laundering (AML) and Know Your Customer (KYC) transaction monitoring are on par with cybersecurity investments, each capturing 17%. The distribution is more evenly spread across the various investment priorities than in previous Fintech Leaders reports. Regulatory changes, particularly those related to financial crime, sanctions compliance, and AI governance, are also driving this trend.

Automation and efficiency drive fintech adoption

The findings indicate that financial institutions are prioritizing cost reduction, operational efficiency, and compliance over innovation. While AI-driven automation is improving processes such as payment repairs, fraud detection, and workflow management — innovation and new revenue streams are secondary concerns for many firms. There is a suspicion, also highlighted by members of the Fintech Leaders advisory board, that professionals in risk management tend to prioritize cost-cutting, process improvement, and compliance over adopting new technologies and innovation, even if these new approaches could achieve the same outcome.

Challenges to fintech adoption

The biggest barriers to fintech adoption include funding constraints (56%), technological complexity (40%), and talent shortages (39%). Although compliance requirements remain a challenge, firms have adapted to regulations like the General Data Protection Regulation (GDPR) and the Digital Operational Resilience Act (DORA), making them less of a barrier than in previous years. Higher interest rates, stubborn inflation, challenging supply chains, and geopolitical tensions, along with slowing international growth, mean that funding will continue to be a challenge in the near future without central government assistance.

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INTRODUCTION

Future of fintech: Digital banking, AI, and Cryptocurrencies Key emerging trends include: •

Cloud computing and real-time payments are transitioning from emerging technologies to industry standards. Quantum computers, once widely used across financial institutions, will ease much of the workload, including AI, computations, and processes.

•

National digital currencies (CBDCs) are gaining traction, with 47% of respondents expecting them to be a major opportunity by 2030. The potential impact could be significant if the European Union or the United States administrations fully embrace digital currencies.

•

The significance of traditional AI is expected to decrease by 2030, while GenAI, blockchain, and tokenization see rising adoption. AI is here to stay; past Fintech Leaders reports have consistently highlighted AI’s opportunities and investment priorities. The more advanced GenAI, set to dominate in the coming years, presents risks that have many financial institutions adopting a ‘you first’ approach to gauge potential fallout. Simultaneously, they hope to keep pace with ongoing technological advances without being left behind.

Conclusion Fintech’s evolution is driven by AI, cybersecurity, and regulatory changes. While it is generally agreed that the adoption of fintech in financial services is necessary and will continue, financial institutions remain cautious due to compliance and risk concerns. The financial sector must strike a balance between innovation, security, and regulation to stay competitive.

Andreas Simou Managing Director Center for Financial Professionals (CeFPro)

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INTRODUCTION

About CeFPro

About CeFPro CeFPro is an international research, events, and media company specializing in risk, technology, and regulatory sectors. Dedicated to advancing the industry, CeFPro offers peer-to-peer conferences, interactive webinars, and comprehensive international surveys alongside industryled content like Connect Magazine and a membership platform for industry connections. The Fintech Leaders Report, supported by an advisory board of over 60 industry experts, delivers critical insights, benchmarks, and guidance to the financial services sector as it navigates the fintech revolution.

Now in its seventh year, this annual report is the industry voice, providing deep analysis and insights into fintech’s challenges and opportunities. CeFPro’s focus on high-quality research sets it apart in a landscape crowded with generic research firms. For more detailed information and to join the global fintech community, visit www.cefpro.com.

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INTRODUCTION

Fintech leaders advisory board Alethea Avatara SVP, Product Management Director Wells Fargo Tibor Bartels Head of Transaction Services Americas ING Bank Representative Management Hakan Danis Head of Macro Scenario Design Citi

Emma Hagan Chief Risk and Compliance Officer ClearBank Seyhun Hepdogan Director of Analytics Fifth Third Bank Imtiaz Hussain Managing Director and Deputy Chief Auditor BNY Mellon

Dipanjan Das VP, Head of Credit Cards Netspend

Alpa Inamdar Senior Managing Director Transformation Leader AIG

Brandon Davies Board Director RFIF CIC

Ange Johnson de Wet Director, Head of Engineering NatWest Group

Alessia Falsarone Executive in Residence, Adjunct Faculty, Circular Economy and Sustainable Business University of Chicago

Armel Kouassi SVP, Global Head of Asset Liability Management Northern Trust Corporation

Vivien Foetz Head of Financial Risk Gulf International Bank Clare Fortune Executive Director – Global Liquidity Solutions J.P. Morgan Zahra Gill Financial Crime Strategy Consultant Seth Giovanetti Head of Global Operational Risk Cross River Bank Maya Goethals Director, Compliance and Risk Management Bank of America Merill Lynch

Nitesh Kumar Managing Director – RISK ORM BNP Paribas Kim LaBarbiera Director and Counsel American Express Sabeena Ahmed Liconte Chief Compliance Officer ICBC Standard Bank Deepthi Machavaram Global Head of Digital Financial Crimes Compliance Advisory Morgan Stanley Chandrakant Maheshwari Lead Model Validator Flagstar Bank

Sandeep Maira CTO/Founder Raven Risk AI Armel Massimina Operational Risk Lead National Bank of Kuwait (International) Frank Morisano Chief Financial Officer NextAML Compliance Solutions Paul Mullins Independent Advisor Vidur Nayyar AI Transformation Leader Joe Posavec Executive Vice President, Bank Credit Risk Solutions, Valuation Advisory Newmark Curt Queyrouze President Coastal Community Bank & Coastal Financial Corp Allan Reid Group Head of Anti-Financial Crime Baillie Gifford Craig Spielmann Risk Intelligence Leader CNM LLP Stan Yakoff Law Professor and RegTech Adviser Xiaoling Yu Head of Financial Crime Modeling & Analytics KeyBank

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Research methodology and demographics Demographics and respondent profile Page 10

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RESEARCH METHODOLOGY AND DEMOGRAPHICS

Demographics and respondent profile The 2025 Fintech Leaders survey engaged 2,137 global professionals across the financial services and technology sectors. It initiated a two-phase research process to analyze the market and assess its current state based on industry perspectives. Following the survey, CeFPro conducted one-to-one research calls with key advisory board members.

These discussions provided deeper insights and enriched the survey data with practical context.

Survey respondents were predominantly from Europe, the Middle East, Africa (EMEA), North America, and the United Kingdom.

Figure A provides a detailed breakdown of regional representation.

At least 57% of respondents represent the financial services sector, including retail banking (25%), investment banking (10%), asset/fund management (9%), wholesale banking (7%), payments (5%), and brokerage (1%). Nearly one-eighth (12%) of respondents are employed in the technology sector, with another 12% in professional services. Figure B offers a detailed breakdown of these categories.

Figure A: Where are you located?

*Data may not add up to 100% due to rounding

North America 40% EMEA 30% UK 25% Other 5%

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RESEARCH METHODOLOGY AND DEMOGRAPHICS

Figure B: What sector do you work in?

*Data may not add up to 100% due to rounding

Retail Banking 25% Professional Services (Consultancy) 12% Technology 12% Investment Banking 10% Insurance 9% Asset/Fund Management 9% Wholesale Banking 7% Payments 5% Brokerage 1% Cloud Service Provider 1% Digital Asset Provider 1% Security and Privacy Software (Identity Access) 1% Other (please specify) 8%

OTHER: Blockchain

Financial Free Zone

Utilities

Central Banking

Indirect Lending

Vendor Finance

Clearing and Settlement

Regulation

Venture Capital

Education

Risk & Compliance

Enterprise Resilience

SME Factoring

Expert analysis The geographic diversity of survey respondents speaks to the different stages of fintech development across regions.

Europeans tend to prioritize compliance and regulation, whereas those from the United States are more inclined towards fostering innovation.

The survey also demonstrates sectoral diversity, particularly from those providing supportive services to banks through financial technology: one in eight participants is involved in professional services or consultancy, and another one in eight works within technology companies. This mix highlights the survey’s goal of understanding fintech integration and its sector-wide impact.

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Cybersecurity dominates as customer focus wanes Cybersecurity stays at the forefront Page 13

Driving forces behind cybersecurity investments Page 14

Balancing security with customer experience Page 15

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CYBERSECURITY DOMINATES AS CUSTOMER FOCUS WANES

Cybersecurity stays at the forefront Unsurprisingly, cybersecurity remains a top priority in fintech investments, a trend confirmed in past industry reports. Over the last year, high-profile incidents like Microsoft’s breach1 and a record number of ransomware attacks2 have highlighted the severe and ongoing cyber risks, reinforcing the urgent need for strong security measures. This focus is expected to continue.

Traditional AI ranks second, as it becomes an increasingly established technology.

However, new regulations like the European Union’s AI Act, which entered into force in August 2024, introduced a layer of complexity and compliance cost to AI implementation.3 Although there is significant interest in investing in GenAI, insights from industry experts suggest that actual financial commitments to these projects are modest. Despite the excitement from senior management, many GenAI initiatives are seen as experimental or at the proof-of-concept stage, leading to cautious investment. Given the risks of new technologies and strict regulations in the financial industry, firms must balance innovation with risk management.

While still ranked lower in investment priority, there is a notable shift in interest towards quantum computing. Investing in this technology requires significant resources, but its potential to enhance AI applications is becoming more recognized.

As the benefits of quantum computing and quantum AI become clearer, firms will eventually boost their investments to fully capitalize on these technologies. This shift speaks to the market’s deeper segmentation of AI technologies, reflecting the ongoing development of the market.

However, shifting focus from established priorities like cybersecurity to emerging fields like quantum computing comes with risks. Neglecting security to focus on new technologies could give competitors with strong security an advantage, risking customer trust and retention.

Figure C: Q9. Rank the top 5 areas in order of priority your organization plans to invest in fintech in 2025 (1 = most important):

Cybersecurity

Traditional AI (Data & Analytics)

GenAI (Generative AI)

Regulation & Compliance (RegTech)

Customer Experience Enhancement

Legacy Platform Modernization

Cloud Computing

Digital Payments Infrastructure Quantum Computing 13

CYBERSECURITY DOMINATES AS CUSTOMER FOCUS WANES

Driving forces behind cybersecurity investments The top three cybersecurity investments are data privacy, network security, and cloud security.

These areas are critical for regulatory compliance and reducing reputational risks from data breaches or network failures.

Investment in cybersecurity is led by top-down regulatory pressures and bottom-up organizational efforts.

Cybersecurity remains the top fintech investment priority, with data privacy, network security, and cloud security leading the way.

Regulations require robust data protection, pushing firms to invest in these areas to avoid hefty fines for non-compliance. But beyond compliance, companies recognize the critical importance of securing their networks and cloud environments, particularly as many financial institutions rely on shared cloud services. This makes strong cybersecurity measures essential for protecting sensitive data and infrastructure.

Figure D: What are the leading areas for cybersecurity investment? (Select up to 3) Data Privacy 53% Network Security 49% Cloud Security 47% Fraud Prevention 44% Incident Detection and Response 42% Regulatory Compliance 35% Identity and Access Management (IAM) 33% OTHER:

Endpoint Security

Resilience 17%

Other (please specify) 2%

Third party security risk management Staff Digital footprints monitoring and management to ensure the Bank’s customer’s Data protection 14

CYBERSECURITY DOMINATES AS CUSTOMER FOCUS WANES

Balancing security with customer experience Discussions about cybersecurity investments often overlook user experience by focusing exclusively on technical and regulatory issues. As illustrated in Figure C, customer experience ranks fifth on the priority list — a sharp drop from last year. The industry should focus more on integrating customer experience with security measures rather than viewing them as separate or secondary.

“It’s communication with the customer that counts. If you don’t get that to work, you’re not going to have a business.”

CeFPro Advisory Board Member

To address this issue, financial institutions must enhance their cybersecurity approaches to improve user interaction. A good example is the adoption of seamless biometric verifications, such as facial recognition or thumbprint scanning, which secures and streamlines the customer verification process, reducing friction while improving the overall user experience.

This lag in adopting customer-centric approaches contrasts with technology giants like Apple and Amazon or fintech

firms such as Revolut and Wise, which build their business models around technology and user experience. Unlike traditional banks that need to modernize legacy systems and clean historical data, tech-driven companies begin with innovative technology and can innovate more rapidly.

Banks must rethink their business models and emphasize digital transformation and technology-driven customer service to stay competitive.

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Current and near-future use for AI in banking Top priorities for AI’s application Page 17

RegTech investment trends in AML and KYC transaction monitoring Page 18

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CURRENT AND NEAR-FUTURE USE FOR AI IN BANKING

Top priorities for AI’s application The top three AI priorities in financial services are fraud detection, process optimization, and risk management.

Figure E: What are the top 3 applicable areas in order of priority for AI in financial services in your organization?

Personalization of Services

Customer Service Automation

Process Optimization

These areas are closely interconnected: effective fraud detection and AML rely heavily on enhanced process optimization and robust risk management. As AI technology advances, industry leaders predict that process optimization will become the foremost priority in the coming years, surpassing fraud detection. This shift is driven by the reliance on aging legacy systems that depend heavily on outdated processes.

Fraud Detection

Risk Management

Predictive Analytics

For example, in sanctions screening, modern AI-driven systems can quickly analyze data from various sources, including internal records and internet databases, eliminating the need for time-consuming manual searches. This improves individual productivity and accelerates transaction processing, significantly enhancing overall operational efficiency and risk management.

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CURRENT AND NEAR-FUTURE USE FOR AI IN BANKING

RegTech investment trends in AML and KYC transaction monitoring In the realm of RegTech, where AI-driven solutions are crucial and the regulatory fines can be steep, no single area clearly dominates the investment landscape. This year, 17% of firms reported plans to invest the most in AML and KYC, matching the 17% that prioritized cybersecurity, highlighting an even focus on these critical areas.

Figure F: In which RegTech area does your organization plan to invest the most in 2025? *Data may not add up to 100% due to rounding

AML / KYC Transaction Monitoring 17% Cybersecurity 17%

AML/KYC and cybersecurity are tied as top RegTech investment priorities, each attracting 17% of firms.

Operational Risks (e.g., Third-Party Risk, Financial Crime, etc.)

15% Data Privacy, Regulation, and Governance 12%

This shift is likely a response to the increasingly stringent regulations and requirements of anti-financial crime regimes4. Amid ongoing geopolitical tensions involving Russia, Ukraine, and the Middle East, businesses face enhanced scrutiny over sanctions compliance, AML requirements, and the threat of statesponsored cyber actors. These challenges pressure firms to bolster their AML, KYC and cybersecurity measures frameworks.

Such investments are essential for complying with current regulations and managing future regulatory demands — which are always changing.

Compliance Management 10% Financial Risk (Market, Credit, Model, Liquidity) 9% Fraud Risk Management 7% Regulation and Reporting Standards 5% Environmental, Social, Governance (ESG) 2% Stress Testing 2% Other (please specify) 5% OTHER: DORA

Operational efficiency

Many areas as I can’t share

Process Automatization

N/A

Unclear at this point

None at this time 18

Automation, efficiency, and business priorities Efficiency and compliance drive fintech adoption Page 20

Automation and efficiency lead fintech benefits Page 21

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AUTOMATION, EFFICIENCY, AND BUSINESS PRIORITIES

Efficiency and compliance drive fintech adoption Survey results show that operational efficiency (65%) and compliance and regulatory efficiency (61%) are the primary objectives for fintech adoption.

To achieve these objectives, financial institutions rely on automation technologies to streamline workflows and reduce manual effort. AI-driven automation enhances payment repairs, fraud detection, and workflow management, improving overall efficiency.

experience, while larger institutions focus on cost reduction and operational margins to maintain profitability.

At the executive level, investment decisions are still largely driven by reducing costs and operational efficiency. However, as AI-led automation matures, institutions are expected to shift their focus toward improving customer interactions.

While compliance and efficiency remain top priorities, discussions suggest there is growing interest in customer experience improvements. However, priorities differ by firm size — smaller firms, which compete for market share, tend to prioritize customer

Figure G: What are your primary objectives for fintech implementation within your organization?

(Select all that apply) Operational Efficiency 65% Compliance and Regulatory Efficiency 61% Data Quality Improvement 54% Business Process Automation 53% Anti-Fraud Solutions 51% Customer Experience Enhancement 49% Other 6% 20

AUTOMATION, EFFICIENCY, AND BUSINESS PRIORITIES

Automation and efficiency lead fintech benefits Despite fintech’s potential to foster innovation, the survey results reveal a dominant focus on automation and efficiency, with 40% of respondents identifying it as fintech’s most important benefit. In contrast, only 19% prioritize innovation and new revenue streams, suggesting that many firms favor cost savings and streamlined operations over more forward-looking innovations.

Traditional AI is well-known for its ability to automate processes and improve efficiency. GenAI presents opportunities for more advanced applications, but adoption remains cautious as firms assess regulatory implications and governance requirements.

Compliance concerns, particularly with new regulations like the European Union’s AI Act, play a role in shaping AI Adoption strategies.

As the world’s first risk-based AI legislation5, it introduces fines that add complexity to fintech deployment decisions. Because of these barriers, the full potential of AI — especially GenAI, which is still in its early stages — has yet to be realized.

Figure H: What is the most important benefit fintech offers to your organization? *Data may not add up to 100% due to rounding

Automation and Efficiency 40% Customer Experience Improvement 19% Innovation and New Revenue Streams 19% Cost Reduction 10% Compliance 8% Other (please specify) 5% OTHER: Data quality

Operational resilience

Fraud reduction

Specialized know-how

40% of respondents identify automation and efficiency as the most important benefits fintech offers to their organizations, while only 19% prioritize innovation and new revenue streams.

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Challenges and opportunities in fintech The biggest obstacles to fintech adoption Page 23

Strengthening AI governance Page 24

AI as a business driver Page 25

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CHALLENGES AND OPPORTUNITIES IN FINTECH

The biggest obstacles to fintech adoption Unsurprisingly, the biggest obstacle to fintech adoption is funding constraints (56%), as tightening budgets make it difficult to invest in new technology. While funding has generally waned, there is evidence of governments investing in AI to support national interests, such as the European Union’s recent commitment to €200 billion towards AI investment6 and a $500 billion investment plan in the US for its development7 — investments that appear to be driven by strategic national goals.

Beyond budget limitations, firms face technological complexity (40%) and a shortage of experienced personnel (39%).

Experts highlighted a critical workforce gap: new graduates may understand advanced technologies like machine learning, but often lack the practical skills to apply them in business contexts. Gaps are especially pronounced in mid-level roles that require both technical expertise and business experience.

Similarly, organizational change management (38%) presents another significant challenge, as a lack of clear direction can slow the adoption of new technologies and complicate integration efforts.

Data restrictions and regulations, once seen as major barriers, are now less of an obstacle, with only 33% of respondents considering them as a major challenge. As firms have adapted to regulatory frameworks like GDPR and the DORA, these regulations have become a routine part of operations rather than an obstacle.

Figure I: What are the biggest obstacles to fintech adoption in your organization?

(Select all that apply) Funding Constraints 56% Technological Complexity 40% Lack of Experienced Personnel 39% Organizational Change Management 38% Data Restrictions and Regulations 33% Regulatory Approval and Licensing Requirements 19% Customer Trust and Confidence 11% Client Retention Risk 1% Other 7% OTHER: Assessment of expenses versus use case

Budget Fraudulent transaction and crypto transaction not conducted at arms length immaturity of governance in these firms N/A. We are a fintech

Over half (56%) of firms cite budget constraints as the biggest barrier to fintech adoption, followed by technological complexity (40%) and talent shortages (39%).

Regulatory compliance - recordkeeping obligations, incorporating third parties into BCP Reluctance to change the status quo - legacy tech that is sub-optimal but not YET caused a major incident Skills of the employees Tech Debt Technology Debt 23

CHALLENGES AND OPPORTUNITIES IN FINTECH

Strengthening AI governance Industry discussions reveal opportunities for improvement in AI governance within organizations. While AI is typically housed within technology divisions, survey results suggest that responsibility for AI remains unclear, with respondents’ views on AI accountability differing from previous surveys. This misalignment raises questions about how responsibility is defined and understood.

While some firms are considering a Chief AI Officer, the role is unlikely to hold boardlevel authority. Instead, AI responsibilities are spread across multiple departments, leading to inconsistencies in governance and strategy. Some experts even questioned the

Figure J: Which department in your organization is PRIMARILY responsible for AI? *Data may not add up to 100% due to rounding

survey results, suggesting that organizations may be misinterpreting AI accountability.

To bridge this gap, financial institutions must ensure that AI governance aligns leadership’s understanding of AI’s potential with its practical implementation. Without this alignment, AI adoption risks becoming fragmented and ineffective.

Additionally, AI applications should be designed for specific business needs, such as enhancing customer service or improving fraud prevention, rather than being deployed as general-purpose solutions. Firms can improve integration and maximize strategic benefits by tailoring AI to core business areas.

OTHER:

A commitee including Model Risk, First Line and other Second Line partners AI Impact team

IT 43%

CDO Chief Data & Analytics Office

CISO Office

CIO, CTO office is responsible for AI; Compliance is for Risk from AI

10% Model Risk 10% Compliance 6% Operational Risk 4% I don’t know 8% Other (please specify) 19%

Governed through a commitee including IT, Retail Banking/Operations, Model Risk Group function High level executives AI Dept Innovation N/A

COO

product teams (front office)

Cybersecurity

Responsible AI department

Data & Analytics

Risk Analysis

Decentralized. Therefore, every department has its own responsibility while Model Risk is the primary controller (not necessarily responsible for))

Risk Management - ERM

Depends on what you mean by responsible - as Risk, as a service, Usage?

Top management of operating office

Distributed but shifting towards Gen AI beeing centralised in IT

Specific data & AI teams Technology and AI development

Xfn group - engineering, risk and compliance 24

CHALLENGES AND OPPORTUNITIES IN FINTECH

AI as a business driver Firms have an opportunity to go beyond automation and create real business value.

Rather than simply streamlining existing processes, institutions can use AI to enhance customer experiences and strengthen fraud prevention strategies. This shift involves assessing how AI can be used to innovate and improve services, which may require shifting traditional roles and expectations within the organization.

76% view traditional AI (data and analytics) as the leading fintech opportunity for financial services firms in 2025.

GenAI’s role is expected to expand, with 52% seeing it as an opportunity in 2025, increasing to 66% by 20308.

Importantly, customer trust in fintech is on the rise, with only 11% of respondents citing it as a major concern in Figure I. This suggests a growing acceptance of fintech across all demographics, from mature, less-techsavvy individuals to large, established corporations.

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Future of fintech and digital banking Emerging technologies become mainstream Page 27

The rise of national / digital cryptocurrencies (CBDCs) Page 29

AI in 2025 and beyond Page 30

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FUTURE OF FINTECH AND DIGITAL BANKING

Emerging technologies become mainstream Cloud computing, digital payments, and real-time transactions are evolving from emerging opportunities to established industry standards, as shown in Figure K. The need for legacy modernization is also recognized as a leading opportunity for 2025, signaling a shift towards more agile and scalable infrastructures.

Figure K: What do you consider to be the leading fintech OPPORTUNITIES for financial services firms in 2025 and in the next 5 years? (Select all that apply) Traditional AI (Data & Analytics) 76% 29% Cloud Computing 58% 31% Digital Payments

OTHER:

57%

AI Prompt Engineering (to use LLM models in jobs)

32%

AI role in compliance

Legacy Platform Modernization 55%

Authentic Data Source Access ; Open banking XXL : PFM XXL

24%

Data Sharing

Real-Time Payments

Fraud is a growing issue the use of AI in fraud & KYC will be important

53% 27%

Inter-firm collaboration platforms for tackling financial crime and operational risk collectively

GenAI (Generative AI) 52% 66% Next-Gen Software Development (Low-Code/No-Code)

International payments (wires, alternatives to wires) Reg Tech for transaction monitoring Risk assessment

34% 39% Blockchain / Tokenization 24%

2025

40%

2030

Private Digital / Cryptocurrencies (Bitcoin, Ethereum, etc.)

21% 30% National Digital / Cryptocurrencies (CBDCs) 10% 47% 27

FUTURE OF FINTECH AND DIGITAL BANKING

Traditional AI is currently seen as the most significant opportunity for 2025 but is expected to decline by 2030, reflecting its rapid adoption and expected maturity.

Meanwhile, GenAI is projected to grow, with 52% of respondents identifying it as an opportunity in 2025, rising to 66% by 2030 – indicating confidence in its long-term application. Because AI development moves at a rapid pace, predicting the future of GenAI is difficult. GenAI might fragment into several specialized fields, each with distinct names and applications, highlighting the fluid nature of technological development.

Additionally, recent breakthroughs in quantum computing, which may put the technology closer to practical application than previously thought, have the potential to accelerate AI capabilities significantly9.

This advancement, which enables complex problem-solving and greater efficiency, will be pivotal in enhancing both traditional AI and GenAI. Although blockchain and tokenization were cited as the biggest opportunities in 2025 by only 24% of respondents, it significantly increases to 40% by 2030.

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FUTURE OF FINTECH AND DIGITAL BANKING

The rise of national / digital cryptocurrencies (CBDCs) Industry expectations for CBDCs as a major fintech opportunity are set to surge, rising from 10% in 2025 to 47% by 2030, as central banks explore new digital payment infrastructure.

Nearly half of respondents (47%) predict that CBDCs will be one of the biggest fintech opportunities by 2030.

This surge is driven by growing political and regulatory support and interest. In the United States, the Trump administration has hopes to make the country the digital

asset capital of the world10 — signaling a broader trend towards governmentbacked digital currencies. CBDCs require extensive coordination between central banks, financial institutions, and regulators to ensure security and compliance.

As the financial sector evolves, traditional banking mechanisms risk becoming outdated if they fail to adapt. CBDCs provide an opportunity for banks to remain relevant by integrating digital currency solutions into existing financial systems. Yet, adoption may be slowed by regulatory hurdles, such as ongoing discussions in the UK around stablecoins and a digital pound.11 This lag highlights the challenge of aligning policy with rapid technological advancements.

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FUTURE OF FINTECH AND DIGITAL BANKING

AI in 2025 and beyond As AI continues to evolve, several areas are identified for significant growth over the next five years:

Fraud detection and compliance AI is advancing fraud prevention, AML, and KYC by analyzing vast datasets in real-time, strengthening regulatory compliance, and mitigating financial crime risks.

Customer experience and service AI-driven chatbots and virtual assistants will enhance customer interactions by providing personalized, 24/7 support while streamlining service delivery.

Process automation and optimization AI is automating back-office operations, reducing costs, and increasing efficiency across financial processes, from compliance monitoring to transaction processing.

Risk management and analytics With its ability to process and analyze large-scale data, AI is transforming risk assessment, forecasting, and predictive analytics across financial markets, credit risk, and climate modeling.

GenAI in financial services GenAI is expected to drive major advancements in financial modelling, risk assessment, and automated trading.

It will enhance predictive analytics, accelerate compliance processes, and improve operational efficiency.

Sector-specific applications From healthcare to finance, AI is reshaping industries by optimizing workflows, personalizing services, and delivering high-impact analytics for decision-making.

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Conclusion Report conclusion Page 32

Appendix Page 33

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CONCLUSION

Report conclusion Fintech continues to evolve, influenced by AI advancements and cybersecurity concerns.

While AI’s full potential is yet to be realized, it remains a powerful tool for operational efficiencies and improving accuracy in fraud detection, AML, and KYC. Perhaps unsurprisingly, the buzz around GenAI seems justified — it stands to be fintech’s biggest opportunity in the next five years, as firms are already adopting traditional AI in 2025.

At the same time, regulatory pressures are increasing, shaped by geopolitical tensions and stricter anti-financial crime measures. As governance frameworks for AI and GenAI develop, firms must find ways to adopt innovative technologies while staying compliant. As the industry navigates ongoing challenges, the focus will remain on balancing technological advancement and innovation with compliance and risk management.

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CONCLUSION

Appendix 1 https://msrc.microsoft.com/blog/2024/01/microsoft-actions-following-attack-by-nation-

state-actor-midnight-blizzard/

2 https://www.securityweek.com/record-number-of-ransomware-attacks-in-

december-2024/

3 https://commission.europa.eu/news/ai-act-enters-force-2024-08-01_en 4 https://www.consilium.europa.eu/en/press/press-releases/2024/01/18/anti-money-

laundering-council-and-parliament-strike-deal-on-stricter-rules/ 5 https://artificialintelligenceact.eu/

6 https://www.euronews.com/next/2025/02/11/eu-to-mobilise-200-billion-for-ai-

investment

7 https://www.reuters.com/technology/artificial-intelligence/apple-plans-texas-factory-

ai-servers-20000-research-jobs-2025-02-24/ 8 See Figure K.

9 https://www.bbc.com/news/articles/cpq9zxxn72qo 10 https://abcnews.go.com/Business/wireStory/coins-watches-trumps-crypto-related-

ventures-numbers-118891128

11 https://www.bankofengland.co.uk/explainers/what-are-stablecoins-and-how-do-theywork

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