This is a sponsored article by Kim Minor, Senior Vice President Global Marketing at Provenir.

To compete successfully in our digital-first, instant gratification world, you need a risk-decisioning ecosystem designed to intelligently serve customers. A solution that not only connects every piece of credit decisioning and AI/ML software you own, but also enables you to access any external and internal data source in real time to auto optimize decisions—along with the impact of those decisions—across your entire customer lifecycle.

But many financial services providers are unable to tie all these elements together because legacy risk analytics offerings just weren’t built that way. So, as a user you’ve had to look to multiple products when you want world-class solutions for data and AI-powered decisioning. You’ve relied on vendors to make changes. You’ve relied on multiple user interfaces (UI) to keep control. You’ve waited months for solutions to go live, and… you’ve needed to replace technology a few years later when it can’t expand and scale with your business.

Whether you’re a startup with a single product line, or a unicorn offering a range of financial solutions, you need to create a financial ‘home’ for your customers, which means delivering a great customer experience from start to finish, regardless of changing dynamics.

Here are the five key features of a risk decisioning platform that will enable you to create world-class customer experiences:

No-Code Management: to integrate systems, change processes and launch new products

In a survey of 400 decision makers in fintech and financial services organizations across the globe, 78% of respondents cited low/no code UI as a feature they have or that would be most important when selecting an automated risk decisioning system. Inflexible solutions that require a vendor or your IT department to connect to a new data source, make workflow changes or launch a new product hinder time to market, increase costs, and put you behind your competitors. Look for a solution that has pre-built data integrations and a visual, drag-and-drop interface to easily and quickly make changes to respond to evolving consumer needs.

Connected Data: easy access to real-time and historical data

Through our survey of decision makers, we discovered that credit risk decisions rely more on historical than real-time data. Sixty-one percent of respondents use both historical and real-time data when making credit risk decisions yet only 11 percent mostly use real-time data. To make accurate credit risk decisions, easy access to data across the whole credit lifecycle is a must. And all teams must have access to the same data sets to ensure big picture decisioning. Without it, the insights needed to get new products and processes to market faster and to make intelligent risk decisions remain hidden in silos of data.

Centralized Control: data and AI-powered decisioning across the customer lifecycle

To power continuous innovation across the customer lifecycle, organizations need to be able to launch, learn, and iterate with ease, but separate solutions for data and AI-decisioning slow innovation down. Consumers expect their experiences to be seamless, giving them access to tailored financial services products while also protecting them from financial fraud. To support this consumer need and business strategy, financial services organizations need to combine data and decisioning into one cohesive solution that can provide the technology to access, analyze, and action data across fraud, identity, and credit decisioning processes.

Auto-Optimization: decisioning that gets more accurate every time it’s used

Do you know how your current risk models are performing? Or whether model drift is occurring and unhealthy? How long would it take you to respond to performance changes once they’re spotted? Traditional decisioning has relied on human intervention to spot model performance changes and identify efficiency improvement options, meaning improvements happen on an ad-hoc basis, if at all.

To operate at maximum efficiency and run the most accurate models possible, your AI-powered decisioning and data solution needs a centralized UI that connects all necessary data so it can be used to power a continuous feedback loop, where both historical and real-time data are used to auto-optimize performance on an ongoing basis. Model performance and accuracy can be monitored and adjusted in real time.

Grow and Expand with Confidence: Technology that scales and grows with your business

One of the biggest obstacles financial services companies face is having technology that can support their business as it evolves and grows. For example, people often find it a challenge to support decisioning as application volume grows and their offerings expand. Sometimes the impact can be from delays waiting for vendors or in-house teams to make changes; often it means procuring or building new solutions to fill in technology gaps or completely replacing existing solutions. Whatever the path forward, the impact is the same… delayed growth, limited agility, and user frustration. To preempt future technology challenges, look for options that empower you to grow, expand, and change direction.

To truly thrive in an increasingly competitive industry, you need to provide consumers with world-class customer experiences. A unified data and AI-powered decisioning platform lets you make smarter decisions, faster. Use your technology’s powerful data integration and automation capabilities to create streamlined user experiences and drive real-time decisioning.

About the Author: Kim Minor is Senior Vice President, Marketing at Provenir, which helps fintechs and financial services providers make smarter decisions faster with its AI-Powered Risk Decisioning Platform. Provenir works with disruptive financial services organizations in more than 50 countries and processes more than three billion transactions annually.

This is a sponsored post by Ann Kuelzow, Global Head of Financial Services at InterSystems.

Amid ongoing disruption, sudden market changes, and unforeseen circumstances, the ability to leverage live data and gain a 360-degree view of the enterprise is vital for financial services firms to gain much-needed resilience and agility. However, for many organizations, a number of data-related issues currently stand in their way.

Research from InterSystems has found that the biggest data challenge firms are facing is delayed access to data. This is followed by not being able to get data from all the required sources, and not getting it in the format needed. Meanwhile, line of business professionals also cite a reliance on IT teams to analyze and turn data into actionable insights as a key frustration.

Getting to the root cause

The majority of these concerns are likely to stem from organizations having amassed overly complex data infrastructures that rely on a disjointed set of production applications and data management technologies. This has resulted in the creation of a large number of data and application silos which make it difficult to obtain information and insights in a timely manner, and in a way that is easy to interpret and share. This is evidenced by 98% of respondents reporting that there are data and application silos within their organization.

The impact is significant, hindering their ability to gain accurate and current visibility of their distributed data assets to further vital initiatives such as business 360, improving enterprise risk and liquidity management, and data-driven decision-making, for example. Furthermore, more than a third of line of business professionals say they are basing decisions on assumptions rather than real-time information. Meanwhile, an overwhelming 86% of global financial services institutions lack confidence in using their data to drive decision-making.

This has major implications for both financial services organizations and their customers and requires solutions that enable firms to gain access to consistent, accurate, real-time data to enable them to leverage live data and power their critical business initiatives. This is where new, modern approaches to data management, including smart data fabrics, are primed to help.

More diverse data, for better insights

The smart data fabric, a new architectural approach, provides an overarching and nondisruptive layer that connects and accesses information from source systems on demand. It accesses and harmonizes data from existing systems and silos inside and outside the organization, ensuring that the information is both current and accurate. Together, this helps to eliminate delays which lead to errors, missed opportunities, and decisions based on stale or incomplete data.

With so much data at their disposal, using a smart data fabric allows financial services firms to incorporate both real-time event and transactional data along with historical data. Doing so provides business users with self-service analytics capabilities, enabling line of business professionals to make “in the moment” decisions. By incorporating more data from more diverse sources, firms can obtain a more complete and comprehensive view of the business and more insightful analytics.

This approach also addresses limitations of previous approaches, such as data lakes, data warehouses, static reports, and dashboards, while allowing firms to maximize their previous technology investments, rather than needing to “rip and replace.”

Empowered by a 360-degree view

Together, the capabilities provided by a smart data fabric will help firms overcome the issues they have identified by giving them access to a consistent, accurate, real-time view of their enterprise data assets. This will enable them to gain better insights and leverage live data to drive decision making.

With a truly comprehensive 360-degree view of the enterprise, including trading activity, customers, regions, risk, capital, and assets under management, firms will be better placed to respond to growth opportunities, address challenges in an agile manner, and make more informed, accurate business decisions.

By obtaining near real-time visibility across various departments and regions, firms will be able to improve various aspects of the business, from their understanding of market risk and risk reporting, to cash flow and regulatory compliance. Additionally, they will not only be able to gain a complete, 360-degree of the business, but will also be able to establish a comprehensive view of customer and institutional client activity to fuel a wide range of initiatives.

Data as a competitive differentiator

As financial services firms look to address their data challenges, a smart data fabric approach will help to ensure their concerns around outdated, inconsistent, and inaccurate data become a thing of the past. It will also help to restore confidence in using data to drive decision making and arm them with the critical insights needed to retain, support, and grow their client base, gain better visibility for risk management, and adapt to changes and disruptive events in the moment.

Amid ongoing disruption, sudden market changes, and unforeseen circumstances, this 360-degree view of the enterprise and ability to access and utilize real-time data will give them the resilience and agility needed to weather any storms that may arise and gain a true competitive advantage.

Find out more about InterSystems and their recent survey into the biggest technology and data challenges financial services organizations face >>

This is a sponsored post by Accusoft, Bronze sponsors of FinovateSpring 2022. Download and read Accusoft’s exclusive whitepaper, Extending the Benefits of Digital Document Management, in partnership with Finovate.

The financial industry has made significant investments in document lifecycle management solutions to enhance productivity, accuracy, and flexibility. There is broad recognition that paper-based processes are a huge source of waste and inefficiency, but simply transitioning away from paper often isn’t enough on its own to achieve true digital transformation. That’s because performing a digital-based process manually still presents many of the same problems. In order to leverage the true benefits of digital document management, fintechs need to implement data capture and document generation capabilities as part of a broader process automation solution.

A Quick History of Data Capture & Document Generation

To understand how fintechs can use data capture and document generation technology to enable their digital transformation, it’s helpful to take a moment to understand the history of these tools and how they’ve developed since their origins.

Data Capture

The financial industry was an early innovator in data capture technology with the development of the specialized OCR-A font in the 1960s. This simple monospace font is still used today for the account and routing numbers on an ordinary bank check. Early data capture technology relied on pattern recognition, so an exact pixel match was needed to read the characters electronically and match them to a corresponding character in a font library. While this worked well enough for scanning printed bank checks into a computer system to track transactions, reading anything else on the check with an automated system required further developments in data capture tools.

Modern character recognition technology utilizes a more sophisticated feature detection approach that uses the component elements of each character to distinguish them from one another. An “A,” for example, usually consists of the same basic elements (two angular lines that come to a point with a horizontal line crossing them) regardless of the font used. Breaking characters down into their component elements has even made it possible for software to read handwritten characters as well as machine-printed text.

Document Generation

Document generation technology emerged in the 1970s in the form of document assembly, which was originally used by lawyers to streamline contract creation. Contracts are highly structured and rules-oriented, which made it easy to build a decision-tree logic that could be understood by the software tools of that era. Early document assembly programs used a collection of document templates that incorporated conditional fields the software could replace automatically each time it generated a contract.

Modern document assembly is typically used as part of a more robust document automation solution. Software extracts information from a database and inserts it into a template to generate unique documents quickly, easily, and accurately. These programs are much more sophisticated and flexible than early document assembly tools, allowing organizations to programmatically generate a wide range of documents without ever having to look at the contents prior to the final review process.

Data Capture & Document Assembly in Fintech Today

Despite being an early innovator in OCR technology, the financial industry has been slow to implement more robust data capture capabilities throughout their operations. According to a recent study, 63% of banks are still collecting information from documents manually, a process that’s not only time consuming, but also incredibly prone to error. They’ve been slightly faster to adopt document generation, with 49% of banks still relying on manual processes to create documents. 

Ironically, fintech organizations are even more dependent upon manual practices than traditional banks. When it comes to data capture, 75% of fintechs are reviewing documents and entering their data manually rather than using an automated solution. The story is largely the same for document generation, as 79% of them are still creating documents manually.

Understandably, most of these organizations are planning to implement some form of automated data capture and document generation solution within the next two to three years. That’s because they recognize that it will be difficult to achieve true digital transformation without them.

Why Data Capture and Document Generation Are So Important for Fintech

Fintech companies have developed a wide range of innovative financial tools that allow consumers to take better control of their finances and help organizations manage their resources more efficiently. In order to deliver those streamlined solutions, however, fintechs need to have the capabilities in place to make their own processes more efficient.

Data capture and document generation work together to help these organizations maximize the value and potential of their document management systems. Financial information can be submitted in many different formats, ranging from digital forms and fillable PDFs to images, flattened PDFs, and scanned documents. Extracting information from each of these formats requires a sophisticated understanding of data capture that few software developers possess. 

Once that data is extracted, it can be routed anywhere it’s needed by workflow automation tools. That could be a new document that’s being generated, but more often it will be sent to a database. When the time comes to generate a new document, previously captured information can be inserted wherever it’s needed programmatically. Multiple documents (or just sections of them) can also be merged or split apart to create entirely new ones filled with information drawn from several sources.

All of this can be done in a matter of seconds with the right software integrations, which saves a tremendous amount of time for fintech teams who have many other priorities to focus on. By incorporating robust data capture and document generation capabilities into their platforms, they can provide faster, better functionality to their customers. Rather than uploading a document and waiting for it to be processed, information can be extracted and routed wherever it’s needed instantly to facilitate faster reviews and resolutions.

Another key benefit of data capture and document generation is accuracy. Between manually reviewing information, entering it by hand into a system, and then retrieving it to create new documents, there are plenty of opportunities for mistakes to be made. In a financial context, those errors often have the potential to be systemic, creating additional errors that are time consuming and expensive to remediate. Automated extraction and assembly remove the risk of human error, which enables fintechs to accelerate and scale their processes more effectively.

Integrating Data Capture and Document Generation with Accusoft

For over 30 years, Accusoft has been a pioneer in building software integrations that expand application functionality. We provide a variety of data capture and document generation solutions that meet the needs of today’s fintech platforms. Whether you’re incorporating functionality directly into your application with an SDK or deploying a cloud-based solution that connects to one of our APIs, we have the flexibility to help you integrate the features you need to complete your digital transformation. To learn more about how Accusoft can enhance your fintech application with data capture and document generation, talk to one of our solutions experts today.

This is a sponsored post by Stripe, Gold sponsors of FinovateEurope 2022.

Over the past two years, enterprise leaders around the world have had to respond to disruption, unpredictability, and unprecedented challenges. The way the world interacts and transacts has changed, and across millions of businesses using Stripe, we’ve noticed that the capacity for businesses to adapt has been a major determinant of resilience and growth.

An adaptive business initiates change; an agile business reacts to it. The next generation of industry leaders will be companies that anticipate and take action to capture emergent opportunities, using their flexibility as a competitive advantage. They execute on strategies to find new revenue streams, pursue global expansion, and partner to scale faster. According to a recent study from Forrester, adaptive businesses grow at more than three times the industry average.

Stripe worked with The Economist Impact (formerly known as The Economist Intelligence Unit) on a research study that takes a deeper look into the core characteristics that make enterprises adaptive, the strategies leaders are pursuing as online commerce expands, and how the ability to navigate change is an enduring competitive advantage.

Report overview

The analysis in the report is based on a survey of 600 C-level executives, and around a third of the respondents (34%) are based in Europe, with another third (33%) in North America, and the balance in Asia-Pacific. Their companies are distributed across a wide range of industries, with the largest representation from the financial services (15%), technology (15%) and retail (11%) sectors. Just over half (53%) of the respondents work in companies earning annual revenue of over US$500m, with the rest earning between US$100m and US$500m. Most of the companies represented (83%) are no older than 20 years, and 44% have existed for fewer than ten years.

Executive summary

The Covid-19 pandemic brought about profound change, affecting long- standing consumer behaviours and preferences, and in some cases permanently changing competitive landscapes. Businesses had to make consequential decisions in short order—rapidly modifying business models, accelerating digital transformation, seeking out new revenue streams, moving or re-thinking supply chains, entering new product or geographic markets, and improving online customer experiences.

The past two years have created an inflection point for enterprises—one that is likely to define business success for the next decade. Risks to business are considerable, yet organizations that are able to successfully navigate disruption while positioning themselves for growth can be a competitive advantage in today’s global economy. The findings in this report detail characteristics of an adaptive enterprise.

Key findings from the study

Adaptability is decisive. Businesses able to maintain or grow revenue under the difficult conditions of the pandemic appear to have made proactive choices in adapting to widespread change. When asked about chief factors enabling success, CxOs point to their firms’ ability to change or adopt new business models, serve customers online, and scale in short order to shifts in customer behavior and demand. Companies suffering revenue declines, by contrast, highlighted struggles with some of these same areas.

Going for growth. The pandemic has not slowed, but instead seemingly accelerated businesses’ pursuit of growth or new revenue streams. Survey respondents indicate a strong intention to boost investment in technology and show little support for cost-cutting. Rather than contract their businesses, a majority of CxO respondents—80%—believe global expansion is central to their business viability. Over half—52%—plan to increase the number of countries they trade in over the next year. Only 13% said they would decrease.

Digital is integral. The flight of consumers to digital channels was dramatic in 2020, and CxOs in the survey expect the consumer trends that accelerated during the crisis to gain additional momentum. Among the surveyed companies, 28% say half or more of their company sales came via online channels before the pandemic, 46% indicate the same was true during the pandemic (as at October 2020), while 54% anticipated half of their revenue to come from online channels by the end of 2021. A majority—82%—believe that their customer’s shift to online purchasing during the crisis will continue, even after the pandemic is over.

Anticipation is key. Far from all companies were ready for a digital acceleration: 69% of CxOs say their firms under-invested in online strategies before the pandemic. A majority—53%—say they now plan to boost investment in digital transformation over the next 12 months, aiming to improve processes or operations, innovation and customer experiences. The maintained or increasing digital budgets imply a CxO outlook that it’s never too late to adapt.

Check out the full version of the report to gain more insights.

Stripe is a financial infrastructure platform for businesses. Millions of companies—including financial organisations like Hargreaves Lansdown, Klarna, and AJ Bell—use Stripe to accept payments, grow their revenue, and accelerate new business opportunities. Headquartered in San Francisco and Dublin, the company aims to increase the GDP of the internet. Check out Stripe’s website to learn more, and contact sales when you’re ready to have a conversation.

This is a sponsored blog post by Nick Kerigan, Head of Innovation, Swift.

Working with Clearstream, Northern Trust, SETL and others, SWIFT plans experiments in 2022 to explore how it can support interoperability in the development of the tokenized asset market.

Relative to cryptocurrencies and stablecoins, the current market capitalization of tokenized assets is small, but momentum for these digital assets is expected to accelerate rapidly in the coming years. By some estimates, volumes could reach some 24 trillion USD by 2027.

Tokenization can be applied to stocks and bonds, but also to illiquid assets, including commodities, property or even art. For example, a share or bond with a high value per unit (say over $500) can be divided into digital pieces that each have ownership and value. This increases the liquidity of the overall asset, and accessibility, by enabling a wider demographic of people to invest in assets that may historically have been unavailable to them.

Banks and securities firms are responding to tokenization by developing services − including fractionalization, a process whereby assets are broken into smaller value digital tokens − amongst other digital asset servicing capabilities, such as private key safekeeping. Financial market infrastructures also are embracing tokenization by supporting the full lifecycle of digital securities.

As interest increases, SWIFT is exploring how it can enable and improve interoperability between participants and systems during the transactional lifecycle of tokenized assets. To this end, SWIFT plans a series of experiments throughout 2022 leveraging its trusted role as a central platform to explore the issuance, delivery versus payment (DVP), and redemption processes, to support a frictionless and seamless tokenized asset market. These experiments will use both established forms of payment and central bank digital currencies (CBDCs).

Asset tokenization − a trend and challenge for securities markets

Over the coming decade, tokenized and traditional assets will likely co-exist, and this poses potential challenges. One major risk is that a variety of technologies, platforms and regulatory environments will create a thicket of connections for securities market participants. This could result in inefficiencies and fragmentation, as well as rising costs and risks across the industry.

SWIFT is uniquely placed to help solve this challenge. As a neutral, global cooperative with a strong focus on ensuring interoperability and setting standards for the industry, we are able to interconnect market participants and simplify operations by completing activities centrally that otherwise would be performed bilaterally between institutions. This role relies on SWIFT’s strong identity and security frameworks, alongside our unparalleled reach and record of reliability.

With this in mind, we are looking at how we can support both traditional and tokenized assets flows, with a focus on regulated assets only. We would not become a crypto-custodian nor perform direct settlement of tokenized assets as a financial market infrastructure would. Rather, we see our role as helping to connect all entities as efficiently as possible and enabling our customers to provide better services to their end-users.

Collaborative innovation in action

SWIFT, Clearstream, Northern Trust, SETL and other industry participants are exploring the feasibility and benefits of SWIFT as an interconnector, linking up multiple tokenization platforms and various cash-leg payment types. This will build on SWIFT’s successes in achieving interoperability for CBDCs outlined in our whitepaper published last year.

In the experiments, Clearstream and Northern Trust, alongside other industry players, will represent key parts of the tokenized − and traditional − asset ecosystem, including securities market infrastructures, as well a local and global custodians. SETL and Northern Trust will support SWIFT and the participants in the integration between the various DLT environments and with transaction orchestrations using their respective capabilities. Results of the experiments will be shared with the financial community afterwards.

“As a neutral cooperative with a reach across 11,500 institutions in more than 200 countries, and oversight by central banks globally, SWIFT is uniquely placed to engage closely in the future of securities,” says Thomas Zschach, Chief Innovation Officer, SWIFT. “We look forward to this set of new experiments and innovating collaboratively with market participants on the emerging trend of tokenized assets.”

“Our vision for instant and frictionless transactions not only applies to traditional securities instruments but also to new asset classes as well,” adds Vikesh Patel, Head of Securities Strategy, SWIFT. “The insights from this exercise with leading capital markets participants will help us define and prioritize the concrete steps required to enable seamless processes for tokenized assets.”

Anthony Culligan, Chief Engineer at SETL, stated: “We are very pleased to be contributing to this important initiative. We see significant innovation in securities tokenization at the moment and these experiments have the potential to create broader accessibility and interoperability between the emerging networks.”

Keep an eye out for the results of our experiments – we’ll be publishing them later in 2022. In the meantime, to find out how your firm could collaborate with us, get in touch at [email protected]. We can’t wait to hear from you.

Photo by Alina Grubnyak on Unsplash

This is a sponsored post by Paul Higgins, EMEA Banking Lead, Mendix, Silver Sponsors of FinovateEurope, March 22 – 23 in London.

Innovation in the banking sector has proven its value to society during the COVID-19 crisis. For example, during times of physical distancing, enabling contactless banking and offering bank employees the possibility to work remotely were particularly relevant. Looking to the future at a post-COVID, post-Brexit world, it’s time to reflect on how the sector has adjusted, the sweeping changes ahead and the challenges those changes present.

The burden of legacy tech

The number of regulators and ever-changing regulations can make the financial services industry a daunting place. Changes must be implemented quickly to ensure compliance and avoid significant fines. This means that IT delivery in a financial institution is often more complex and nuanced than in less regulated industries. Many organizations, particularly the more traditional banks, run on legacy monoliths that aren’t easy to make changes to. Such changes carry the risk of causing outages that can damage the reputation of the bank and can also incur fines. Just last month, Nationwide received negative press because of a payments outage around the time that many get paid and pay their bills.

Can a financial institution risk being left behind by not migrating off legacy systems?

Many banks try to reduce the risk of such outages at critical times of year, usually end of month, quarter, and year, by establishing “frozen-zones” that limit changes to IT systems to only those deemed as essential to the stability of the systems. Additionally, the appetite to replace legacy systems is very low due to the huge complexity and inherent risk involved – often the famous adage applies “if it isn’t broken, don’t fix it”. But you have to ask, can a financial institution risk being left behind by not migrating off legacy systems?

Seeing off nimble fintechs

The pandemic showed how vital digital transformation is for every industry – people needed remote access to services, products, and their jobs. In the financial industry, the consumer-facing part is generally quite far in the digitalization journey, with most customers able to access online and mobile banking. Not so with corporate banking and internal employee access to systems. But according to McKinsey, in the case of remote working, companies moved 40 times more quickly than they thought possible before the pandemic. And the expectation is that the digital transformation journey will continue this acceleration.

In the past, accelerating digital transformation has required large teams of developers working non-stop on a single project for months. The pandemic highlighted that this was simply not sustainable. Tech teams need to be able to juggle between projects, adjusting their priorities as and when required. To do so, they require a different approach to their delivery.

Nine out of 10 IT leaders in financial services believe their firm will need to invest in digital projects over the next two years just to survive in a rapidly changing market.

Low-code provides a compelling answer to this new problem. Low-code platforms enable even the most traditional banks and financial services companies to compete with nimbleness of their fintech rivals. The time to act is now: recent Mendix research found that nine out of 10 IT leaders in financial services believe their firm will need to invest in digital projects over the next two years, just to survive in a rapidly changing market.

The value of low-code

Many banks in Europe have turned to cross-functional, agile teams to provide the collaboration needed to develop the solutions that answer customer needs and drive revenue growth. This requires providing both developers and non-developers with tools that enable them to operate together. And financial institutions that haven’t implemented such agile methods still recognize the value of close collaboration between business and IT.

The Mendix low-code platform is a recognized market leader because it fosters this collaboration by providing two integrated development environments: one for non-technical people, often from the business side, and another for pro developers. This enables non-technical staff to work hand in hand with the development team in creating applications.

Both the technical and non-technical teams use the same visual development language to develop apps, bringing together those that understand the business problems with those that understand the IT landscape, core systems, and services to contribute to the vision of a product. And IT stays in control through built-in governance and guardrails that ensure compliance with the established standards of the organization.

It seems set that low-code will play a vital role in the financial services industry in accelerating digital transformation and increasing the speed of innovation.

Photo by Essow from Pexels