A new AI capability that delivers analysis-ready Media Intelligence. More than just a product launch, this is a shift in how communications teams monitor, understand and act on media coverage.
In response to rapid technological changes within the financial services industry and feedback from industry leaders, Bank Director created FinXTech — a resource that allows financial institutions in the U.S. to discover and connect with potential technology partners and solutions.
FinXTech brings together top decision-makers from both traditional financial companies and fintechs through our annual conferences, editorial content and online resources. Each of our events shine light on how partnerships and collaboration are generating growth, and our thought leadership content provides our audience up-to-date information on the latest innovations and opportunities in financial technology. In addition, FinXTech Connect — our online resource — assists financial institutions in navigating the fintech landscape and connecting with the right technology partners. Source
Although a lot of bank C-suites are interested in artificial intelligence’s capabilities, most lack any expertise in it. Northwest Bank may be an exception. Bank Director’s 2026 Compensation and Talent Survey found that 69% of CEOs, chairs and outside directors identify AI expertise as the biggest capability currently missing from their C-suites, with another 33% indicating digital transformation skills also are lacking.
Community financial institutions pride themselves on personalized relationships with their clients. But commercial bankers are assigned more relationships than any one person can reasonably manage, leading to missed opportunities. Loans approaching renewal get refinanced elsewhere before the banker can have the conversation, or customers ready for a larger line of credit turn to a competitor that called first.
Stablecoins continue to dominate industry headlines as transaction volumes surge. Reported volumes totaled $4.51 trillion in the first quarter of 2026 — more than double the amount at the same time last year — and market capitalization grew 49% from January-November 2025, according to crypto analytics platform DefiLlama. Some question these numbers, however, along with the widely publicized stablecoin benefits driving them.
A regulator asks for a trend analysis across complaint categories. One institution produces it in minutes. Another needs two weeks and a spreadsheet. The difference isn’t the artificial intelligence (AI), it’s whether the AI can reach the data. Strong compliance output depends on data spread across departments and platforms. Risk appetite, policies, exam history and vendor files often sit in separate systems, which is why the work has been so manual.
A recent cyberattack on a popular online learning management system used by schools and universities highlights how disruptive incidents can begin in unexpected places. An unauthorized actor leveraged instructor accounts to access data across thousands of institutions, with reported widespread exposure affecting students and faculty. The incident escalated beyond system disruption into a large-scale data exfiltration event involving internal communications.
After spending more than seven years working for Bank of America Corp. and Capital One Financial Corp., Ed Barry in 2012 took over as the CEO of a community bank with a specific goal in mind. He wanted commercial and industrial (C&I) deposits to drive the business just like they do at those larger banks. “At the big banks, we’ve always led with deposits and TM [treasury management], and then you pull the loan through,” says Barry.
At most financial institutions, fraud and dispute management shows up on the expense line, not the strategy agenda. Cases move, and exams usually come and go without major findings. It seems manageable. In reality, disputes sit at the costly intersection of regulatory compliance and network adherence. Noncompliance to both yields the same consequences, but rules and requirements vary by institution.
All community bankers need to answer four fundamental strategic questions when it comes to relationship banking: What type of customer do I want to serve? How do I engage those customers, bring them onboard and capture their wallet? How do I manage the evolving risk associated with that relationship? How do I understand and manage the profitability of those relationships across various accounts in dynamic economic cycles? Bankers often make these decisions in disconnected silos.
President Donald Trump expects Congress to pass the Digital Market Clarity Act of 2025 by July 4. The legislation would provide a framework for the regulation of cryptocurrency and other digital assets. But banking groups say, as currently written, it could allow some stablecoin issuers to pay rewards that look like yield. Banking groups are concerned that would potentially result in deposit flight from traditional financial institutions and limit their ability to lend money.
Most new customers first learn about a financial institution through its digital channels. Therefore, all technology decisions should be made based on the brand and strategic needs of the combined organization, says Kirk Coleman, chief business officer for Q2. Merger partners should start discussing technology very early in the process, with digital continuity and core conversion topping the to-do list.