Finovate Blog

What do banking consumers need most from their banks in 2026? How do these and other financial institutions translate major trends into actionable initiatives that solve problems for individuals, families, businesses, and communities? What role do partnerships between banks and fintech companies play in helping bring cutting-edge financial products and services to market?

We caught up with Meghan Kober, Senior Vice President and Head of Fintech Partnerships & Strategic Investments at U.S. Bank, to answer these and other questions confronting banks and their customers today. In her role at U.S. Bank, Kober leads a cross-functional team that scales innovation portfolios and drives enterprise value through strategic partnerships. Her expertise is in translating emerging drivers and market signals into applied strategies.

This interview is part of Finovate’s annual Women’s History Month commemoration. Previous installments include our salute to the women of FinovateEurope 2026 and our preview of the female founders and leaders who will represent their companies at FinovateSpring 2026, May 5-7.

U.S. Bank has long been active in innovation, but your role sits at a unique intersection. How does the Fintech Acceleration team build on that legacy today?

Meghan Kober: There’s a moment I often come back to early in my career, sitting inside a broker-dealer, trying to connect systems that were never designed to speak to each other. That experience shaped how I think about innovation today.

We’ve entered the Great Convergence. Innovation is no longer built inside a single institution. It is shaped across startups, venture firms, accelerators, and universities.

The challenge is not access to innovation. It is translation and direction. Signals are abundant, but without structure, they don’t convert into outcomes.

That is the role of the Fintech Acceleration team. Since 2020, we have built on U.S. Bank’s innovation foundation to act as a system layer across the enterprise. We translate external signals into enterprise execution across product, risk, and partnerships.

My broader thesis is that we are moving from an innovation economy to a participation economy. The institutions that win will not be the ones that invent the most, but the ones that enable the most people, businesses, and partners to participate in the system. Our role is to help design for those outcomes.

That idea of translation and direction is powerful. How do you take something as abstract as future trends and turn them into clear action inside a large, regulated organization?

Kober: We are operating in a period of convergence. AI, digital assets, and embedded finance are not evolving independently. They are compounding. That creates multiple futures unfolding at once.

The risk for large organizations is reacting too late or moving without alignment. In financial services, you cannot separate innovation from risk, legal, and compliance. Execution requires coordination from the start.

This is where applied foresight comes in. For us, it is not about predicting the future. It is about choosing which future to build toward.

We integrate signals from across venture, academia, and global markets. Through my work nationally in regions such as Utah and Minnesota, as well as globally with the University of St. Thomas and studying ecosystems in places like Tokyo and Seoul, we are looking at how infrastructure, capital, and policy shape participation at a systems level.

We then anchor those insights to a business problem and align with business line leaders.

Leadership, in this context, is about creating clarity. It is about giving teams direction so they can build with confidence. Foresight without execution is noise. Applied foresight is what turns signal into strategy.

When that clarity is in place, where do you see it driving the most meaningful outcomes today?

Kober: If you look at the U.S. economy, small businesses represent approximately 43.5 percent of GDP and nearly half of employment. They are one of the most important economic engines we have.

At the same time, many small businesses are still operating across fragmented systems, spending time managing tools instead of growing their business.

If we are serious about economic resilience, we have to reduce that friction.

In partnership with Shruti Patel, Chief Product Officer for Business Banking, and Business Banking leaders, we focused on how to embed financial services directly into small business workflows. That led to solutions like Business Essentials, partnerships with fintechs like Gusto, and capabilities like U.S. Bank Bill Pay for Business.

What is important here is not just the product. It is the system design. We are moving from standalone banking products to integrated operating systems for businesses.

The outcome is simple but powerful. Business owners get time back. They have better visibility. They can make better decisions. At scale, that drives job creation, stronger local economies, and a more resilient financial system.

That is what participation looks like in practice.

That kind of impact clearly depends on strong partnerships. What differentiates the way you approach fintech partnerships today?

Kober: The market has matured. We are no longer in a phase where experimentation alone is enough. Partnerships need to deliver outcomes and scale.

What differentiates successful partnerships is alignment and readiness. We start with a clearly defined business problem and align on shared outcomes from the beginning.

We typically partner with founders who have achieved product market fit, understand regulated environments, and are often backed by venture capital firms.

But what is often overlooked is that partnerships are not just about capability. They are about system effects.

When we partner with a startup, we accelerate our speed to market. We solve real problems for our clients. At the same time, we support that company’s growth, which drives job creation, attracts capital, and strengthens the ecosystem.

It creates a flywheel.

My role is not just to participate in that ecosystem, but to help shape how it connects. Where capital flows, where partnerships form, and where innovation translates into real economic outcomes.

You’ve mentioned participation a few times now. I’d love to connect that back to your own journey. How has your path shaped this perspective?

Kober: My path into fintech was not traditional, but in many ways that is what gave me this perspective.

I started by trying to understand systems: connecting data, teaching myself to code, and building dashboards to make better decisions. That curiosity led me into Minnesota’s innovation ecosystem, where I was inspired by leaders like Susan Langer, CEO of Spave, at Twin Cities Startup Week and became involved with the Minnesota Fintech Collective.

I had the opportunity to join and help build the Fintech Acceleration team alongside some great leaders, and over time, help scale that into a broader platform across the enterprise.

What I learned through that experience is that innovation is not a technology problem. It is a participation problem.

Who has access to networks. Who gets exposure to opportunities. Who is able to build, invest, and contribute.

Leadership is about expanding those surfaces. Creating more entry points into the system so more people can participate and shape it.

Looking ahead, how are technologies like AI and digital assets influencing how you think about the future of financial systems?

Kober: We are at an inflection point where financial infrastructure itself is being redefined.

AI is changing how decisions are made. Digital assets are changing how value moves. Together, they are enabling more programmable, intelligent systems.

But the real question is not what the technology can do. It is how we design systems around it.

At U.S. Bank, we are applying AI across operations and exploring digital asset capabilities, including stablecoin infrastructure on networks like Stellar. These efforts are grounded in real use cases and informed by collaboration across fintech partners, venture ecosystems, and global research.

The opportunity is significant, but so is the responsibility. These systems must be built with trust, resilience, and inclusion at their core.

If we get that right, we are not just improving financial services. We are redesigning how participation in the economy works.

Finally, during Women’s History Month, how do you define leadership in this moment, especially within fintech and financial services?

Kober: The strength of our financial system is directly tied to how many people can participate in it.

Throughout my career, I am grateful to have benefited from mentors, founders, investors, and institutions that created opportunities for me to step in, learn, and build. These ecosystems matter, spanning from accelerators and venture capital to universities and corporate leadership.

Leadership, to me, is about doing that intentionally and at scale.

It is about bringing applied foresight and direction to teams so they can build systems that drive resiliency and prosperity. It is about expanding who gets to participate in shaping the future.

Because ultimately, the next era of financial services will not be defined by who innovates the fastest.

It will be defined by who builds systems that work for the most people.

Photo by weston m on Unsplash