Digital and Emerging Fintech-Driven Banking Transformation

Pillar 1: Strategic Context & Ecosystem Dynamics

Module 1: The Great Unbundling and Rebundling – Ecosystem Architecture Under Supervisory Scrutiny

• How fintech-driven models (embedded finance, BaaS, platform partnerships) redistribute operational, cyber and reputational risk across banks, fintechs and technology providers
• How new entrants and outsourced technology expand operational and reputational risk channels
• Evaluating ecosystem positioning as both a growth strategy and a governance decision
• How platform scale can mask governance and control weaknesses
• Which control points must remain within the regulated entity, and which may be delegated with clear oversight and compensating controls
• Interactive Exercise: Ecosystem control-point mapping to evaluate outsourcing decisions
• Case Study (2020 – 2021): Wirecard governance and regulatory perimeter
• Participant Deliverables: Ecosystem Positioning Memo

Module 2: The Platform Economy & Embedded Finance – Governance of BaaS Structures, Digital and Emerging Fintech-Driven Banking

• Designing BaaS models with clear safeguarding, reconciliation and conduct accountability across fintech and bank partnerships
• Managing information-sharing, data access and control allocation in embedded finance ecosystems
• Understanding failure modes when fintech intermediaries sit between the customer, partner, bank and core ledger
• Defining minimum controls to protect ledger integrity, customer funds and access continuity
• Lessons from intermediary failures that exposed record-keeping gaps and stranded funds
• Interactive Exercise: Partner governance design studio
• Case Study (2024): Synapse intermediary collapse and account freezes
• Participant Deliverables: Partner Due Diligence Control Checklist

Module 3: Ecosystem Orchestration & Stakeholder Governance

• Mapping stakeholder fragmentation across embedded finance, open banking and platform partnerships
• Identifying accountability for customer outcomes where incentives across banks, fintechs and service providers diverge
• Designing governance structures that align incentives, controls and escalation pathways
• Clarifying accountability under open banking and data-sharing frameworks
• Recognising perimeter gaps and the risks created by opaque or layered partnerships
• Assessing safeguarding protections and liquidity backstops within BaaS structures
• Interactive Exercise: Ecosystem Crisis Drill to agree on a communication plan.
• Case Study: Open Banking Conduct Issue in the UK

Module 4: The New Value Rails: CBDCs, Regulated Stablecoins & Digital Money Architecture

• Recent CBDC developments (e.g., digital euro, digital pound) and their implications for settlement design and banking infrastructure
• Financial stability risks associated with stablecoins, including liquidity, safeguarding and redemption pressure
• MiCA timelines and obligations for ARTs, EMTs and crypto-asset service providers
• How central banks frame CBDCs around sovereignty, resilience and interoperability
• “Singleness of money” and governance trade-offs between public and private digital money
• How regulated stablecoins may function as synthetic CBDCs in fragmented infrastructure environments
• Run dynamics in digital money markets without lender-of-last-resort support
• Transmission of traditional banking shocks into tokenised and digital settlement systems
• Interactive Exercise: Stablecoin run mechanics to decide on a course of action
• Case Study (2022 – 2023): Terra collapse – stablecoin stress during bank failure
• Participant Deliverables: Digital Money Decision Sheet

Pillar 2: Operational & Technology Transformation

Module 5: Rails Are Strategy – Payments Architecture, Open Banking & Interoperability

• How payments infrastructure renewal, instant payment mandates and fraud reimbursement regimes make rail selection a strategic and commercial constraint
• How regulatory reform reshapes product economics, liability models and customer Expectations
• Open banking, consent architecture and the UK “Future Entity” direction and associated governance challenges
• Operational requirements for instant payments in Europe (availability, downtime, verification controls)
• Messaging and settlement modernisation (ISO 20022 milestones for CHAPS/RTGS; SWIFT coexistence end)
• Fraud economics and APP reimbursement regimes as embedded operating models
• Third-party dependencies in critical payment flows and associated concentration risk
• Translating payment disruption into consumer harm and operational resilience obligations
• Interactive Exercise: Rail mix decision lab to evaluate product designs
• Case Study (2024-2025): CHAPS/RTGS disruption and UK bank outage scrutiny
• Participant Deliverables: Payments & Open Banking Architecture One-Pager

Module 6: Modernising the Core – Legacy, Cloud & Resilience-by-Design

• Why public scrutiny of outages and regulatory focus on cloud outsourcing make core modernisation inseparable from resilience-by-design and structured third-party oversight
• Core migration strategies and their risk implications:
  • Greenfield core (new bank or brand within group)
  • Strangler pattern (domain-by-domain decomposition)
  • SaaS core with integration layer
  • Structured outsourcing control framework
• Linking legacy constraints and technical debt to recurring outage patterns and operational fragility
• Designing migration governance that reduces incident frequency and severity through clear ownership, dependency mapping and staged risk controls
• Interactive Exercise: modernisation pathway board to design a 12–24-month roadmap
• Case Study (2023-2025): UK Bank IT failures and customer lockouts

Module 7: Data Architecture, AI & Intelligent Automation Design – Governing the AI Engine

• Accelerating AI adoption across banking and capital markets, and the operational, conduct and systemic risks it introduces
• Governance requirements for explainability, human oversight and model governance under the EU AI Act
• Embedding governance anchors (NIST AI RMF, ISO/IEC 42001, EU AI Act) into data architecture and AI deployment models
• Designing the AI capability stack:
  • Data foundation (lineage, quality, access controls)
  • Model lifecycle governance (validation, testing, drift monitoring, auditability)
  • Operating model alignment (product, risk and compliance integration)
  • Automation controls to prevent diffused accountability
• How automation compresses risk timelines, requiring faster detection, escalation and decision traceability
• Using automation to reduce human error while preserving oversight
• Preventing “automation alienation” and clarifying ownership of AI-driven outcomes
• Establishing independent AI oversight with authority to challenge, pause or withdraw models
• Interactive Exercise: AI use-case triage and governance canvas
• Case Study (2023 -2024): digitalisation and rapid depositor behaviour

Pillar 3: Risk, Governance & Regulatory Architecture

Module 8: The New Regulatory Frontier – DORA, MiCA & PSD3 Convergence

• The expansion of regulation across operational resilience, critical third parties, payments reform, crypto-assets and AI, and the growing emphasis on evidence (mapping, testing, incident reporting and outsourced services governance)
• Governance allocation of accountability for customer outcomes, impact tolerances and resilience thresholds
• Core operational and third-party obligations under DORA, the UK resilience framework and Critical Third Party (CTP) regimes
• Market conduct and perimeter evolution, including Consumer Duty, open banking governance, PSD3/PSR reforms and MiCA boundary considerations
• The transition from PSD2 to PSD3 and the shift from open banking to open finance
• Managing perimeter overlaps, authorisation requirements and regulatory priorities as transition windows close
• Interactive Exercise: Board governance pack build to illustrate a transformation thesis with KPIs.
• Case Study (2025 -2026): PSD2–MiCA supervisory boundary and No-Action Letter transition.
• Participant Deliverables: Governance Operating Model Canvas

Module 9: AI Governance & Ethics – Regulatory Control Framework Under the EU AI Act

• AI embedded in credit decisions, trading models, fraud detection and customer servicing, and its impact on institutional risk exposure
• Governance obligations under the EU AI Act (Reg. 2024/1689), particularly for high-risk systems
• Oversight mechanisms to detect bias, model drift and cumulative error before regulatory breach
• Clear accountability frameworks for AI risk ownership, documentation and decision traceability
• The ability to challenge, pause or disengage AI systems where risk thresholds are exceeded
• Translating regulatory requirements into an operational AI management system with defined controls, risk inventory, validation processes and independent review
• Structuring an AI control function with authority, independence and audit capability comparable to financial or risk functions
• Interactive Exercise: AI Use-case governance canvas
• Case Study (2025 -2026): FCA Chair on Algorithmic Bias
• Participant Deliverables: AI Governance Framework/Model Inventory template/ AI Ethics Checklist

Module 10: Cybersecurity & Financial Crime in a Digital Age – Resilience Under Attack

• The rise of AI-enabled cyber threats, deepfake fraud and automated attack vectors, and how financial institutions are adapting control frameworks
• Responding to emerging payment and APP fraud through integrated people, process, technology and policy controls
• Incident reporting, third-party breach notification and formalised oversight
• UK PS21/3 and PRA supervisory expectations for operational resilience and impact Tolerances
• DORA principles for ICT risk management, incident classification and reporting
• Testing third-party concentration and cyber response scenarios across critical service providers
• Validating incident communications, escalation sequencing and recovery decision-making under time pressure
• Linking cyber disruption to payment settlement, liquidity exposure and market functioning risk
• Interactive Exercise: operational resilience tabletop
• Case studies (2023 – 2024): CrowdStrike outage; ICBC ransomware.
• Participant Deliverables: Impact Tolerance Worksheet / Third-Party Failure Playbook / Controls Map

Pillar 4: Capstone simulation

Participants design a fintech-driven bank under regulatory review, making structured architecture and governance decisions across:

• Choose an ecosystem model
• Choose rails
• Choose core architecture
• Design AI governance
• Map resilience controls
• Present Board pack

This fintech and banking industry specialist is a senior strategic adviser and practitioner with over 20 years of experience at the intersection of quantitative finance, cybersecurity, AI and digital transformation.

He is the Chief Executive of an ISO 27001-accredited strategic consulting firm who specialise in cybersecurity, AI governance and fintech-driven transformation. His advisory work spans fintech and banking, digital assets, oil & gas, and online education, supporting organisations globally in areas including security strategy, cyber risk quantification, privacy-by-design, and regulatory compliance frameworks.

He has advised boards, executive committees and venture capital investors on secure institutional digital-asset custody, settlement and trading infrastructures. He regularly supports institutions in designing defensible governance models for emerging technologies and fintech partnerships.

Besides his consulting work, he is a GLG Council Expert Member and an experienced lecturer in cybersecurity risk management, hedge funds and AI in investment management at leading European institutions. He holds an MBA (INSEAD/Wharton), a DEA from HEC, and an MSc in Network Security & Cryptography (EPFL/EURECOM in collaboration with IBM Research).

He also completed executive studies at Harvard Kennedy School in AI and Cybersecurity Policy and Technology, as well as an advanced negotiation strategy. He is a published commentator and podcast contributor on cybersecurity, digital assets, AI governance and financial innovation. He can translate complex regulatory and technological developments into practical, board-level decision frameworks.

His training style combines strategic depth with real-world case experience, delivering interactive sessions grounded in current regulatory expectations and institutional practice.

By the end of this course, participants will be able to:

• Analyse how fintech-driven models (embedded finance, BaaS, platform ecosystems) reshape operational, cyber and compliance risk within banking institutions
• Evaluate fintech-driven transformation initiatives as both governance obligations and strategic commercial decisions
• Identify and protect critical control points across the payments infrastructure, cloud outsourcing and third-party technology providers
• Assess how instant payments, safeguarding regimes and liability frameworks alter operational, fraud and cyber exposure
• Translate DORA, MiCA, PSD3, the EU AI Act and operational resilience expectations into practical governance and oversight structures
• Test third-party concentration, cloud dependency and systemic cyber risk within fintech-enabled architectures
• Establish clear governance, validation and accountability frameworks for AI systems and automated decision-making
• Map ecosystem-wide interdependencies across cyber, technology, financial crime and regulatory risk domains
• Engage with regulators, auditors and boards on fintech-driven transformation, cyber resilience and emerging technology oversight

This training is for professionals responsible for managing fintech-driven transformation, operational resilience and emerging technology risk within financial institutions.

Professionals who will benefit are:

• A Head of Compliance, Risk, Operational Resilience or Technology Risk
• A Cyber Security or Information Security leader navigating regulatory expectations
• A Payments, Digital Banking or Transformation executive overseeing fintech partnerships
• A Third-Party Risk or Outsourcing oversight specialist
• A Governance, Internal Audit or Control Function professional responsible for independent challenge
• A Financial Crime or Fraud Risk manager assessing evolving payment and AI-driven exposure
• A Senior Manager accountable under SMCR or equivalent regimes for digital, operational or technology functions
• A Board member or senior executive seeking a clearer understanding of fintech-driven banking risk architecture

Fintech and investment banking training is particularly relevant for institutions operating embedded finance models, BaaS partnerships, digital payment platforms or AI-enabled customer processes.

Whether you are designing new fintech initiatives or overseeing existing technology ecosystems, this programme provides the structured framework needed to assess, govern and defend those decisions under regulatory scrutiny.

Fintech-driven innovation is reshaping the structure of banking. Embedded finance, platform ecosystems, instant payments, AI-enabled decision-making and cloud outsourcing have transformed how institutions operate and how risk concentrates within them.

Fintech-driven transformation is not only a resilience challenge but a commercial strategy decision. Revenue models, product economics and competitive positioning are increasingly shaped by regulatory architecture, payment rail design and third-party dependency structures.

At the same time, regulators expand expectations across operational resilience, cyber security, third-party oversight, AI governance and digital asset regulation. Frameworks such as DORA, MiCA, PSD3 and the EU AI Act signal a shift from isolated rule compliance toward systemwide accountability. Institutions must understand not only individual risks, but the architecture that connects them.

This one-day programme examines fintech and banking through that architectural lens. Participants explore how digital transformation shifts control boundaries, redistributes accountability and creates new operational, cyber and governance exposures. The course integrates fintech partnerships, payments infrastructure, cloud dependency, AI systems and regulatory reform into a coherent control framework, enabling participants to assess transformation initiatives in an integrated and defensible manner.

Through structured case studies and practical exercises, attendees test design decisions against regulatory scrutiny and operational stress scenarios. The emphasis throughout is practical: identifying where risk accumulates, how governance must adapt, and how to document oversight to withstand challenge from regulators, auditors and boards.

This programme is for professionals operating at the intersection of fintech innovation, cyber resilience, regulatory change and institutional governance. It offers a forward-looking framework for managing digital transformation in a way that is commercially viable, operationally resilient and defensible under regulatory review.