“There’s a much greater willingness for individuals to put
forward a good idea, get quick sign-off, build something—and accept that
sometimes it will fail.”
That observation, offered by Charlotte Bullock, Head of
Product at The Bank of London, captured a recurring tension at the Finance
Magnates London Summit 2025: how far banks can push speed and experimentation
without undermining the discipline on which financial services is built.
Speaking with Jonathan Fine, Content Strategist at Ultimate
Group, Bullock contrasted her experience at SAP—a global software group with
more than 100,000 employees—with her current role at one of the UK’s newest
principal clearing banks.
The difference, she said, is not simply scale but mindset.
In smaller institutions, leadership is accessible, approval chains are short,
and ideas can move quickly from concept to prototype. In large corporates, by
contrast, “the signoff hurdles are large,” and by the time projects begin, “the
use case or utility isn’t there.”
Scale Shapes Decision-Making
That cultural shift is shaping how The Bank of London
approaches innovation. Rather than treating new technologies as
isolated experiments, the bank is embedding them directly into its operating
model. Bullock pointed to artificial intelligence as an example, noting that
the focus has moved from experimentation to application.
“We’re really
embedding those use cases into our workflows,” she said, citing a production AI
assistant trained on the bank’s own APIs and internal data.
Bank of London is a banking, payments, and clearing
partner for businesses, providing secure and technologically advanced financial
solutions. According to the bank, it reduces the complexity of traditional
banking, offering faster, more flexible ways for clients to hold and move money
while supporting business operations.
From AI to Implementation
The assistant, she explained, supports clients during
integration by helping generate code and identify the right endpoints—part of
what she described as “that willingness to use new technology and tooling,”
combined with a tight feedback loop from clients on what they actually need.
Client Feedback Drives Product Choices
Tokenisation is another area where that feedback is shaping
priorities. Bullock described growing demand from clients for continuous,
round-the-clock access to capital.
“They don’t want to wait for cutoff times,” she said, adding
that cross-border clients in particular want to avoid fees that ultimately get
passed on to end users. With all client money held at the Bank of England, she
framed on-chain development as “a very logical place to start” for the bank.
Tokenisation and Capital Access
Not all clients, however, are equally able to move at speed.
Bullock said innovation tends to start with “pathfinder” institutions,
particularly financial
firms serving emerging markets through remittances and cross-border
payments. These clients, she noted, are “really driving that change,” because
they need to move money quickly and operate across borders.
In our latest Fintech Focus TV episode, Toby sits down with Christopher Horne (CEO) and Tam Holmes (CCO) of @_bankoflondon live from Pay360 at ExCeL London. https://t.co/BVW6v4g8GW#Fintech #DigitalBanking #HarringtonStarr @ThePAssoc pic.twitter.com/7RzLGI8oqz
— Harrington Starr (@HarringtonStarr) May 19, 2025
Uneven Pace Across Markets
Their biggest constraint is often infrastructure rather than
ambition. Bullock contrasted the UK’s data-rich environment—where tools like
Companies House make it “incredibly simple” to validate ownership
structures—with markets
where similar information is fragmented or paper-based. “They want that smooth,
quick onboarding experience,” she said, but enhanced checks are often
unavoidable, creating delays.
Data Limits Speed
Founded as the UK’s sixth principal clearing bank, The Bank
of London operates with the same licence as established institutions but
positions itself as a challenger. Its core offerings—accounts, embedded
banking, and payments
clearing and settlement—are aimed primarily at regulated financial institutions
that lack deposit-taking permissions.
Embedded banking, Bullock said, allows
clients to “offer the service to their customers,” while the bank provides the
underlying infrastructure.
Challenger Positioning in Banking
Looking ahead, the emphasis is less on spectacle than
execution. Bullock pointed to the continued evolution of the bank’s developer
studio and APIs, alongside further investment in
automation. The aim, she said, is “making that onboarding process as
seamless as possible.”
For an industry still balancing innovation with trust, her
message was pragmatic. Moving fast, in Bullock’s telling, is not about ignoring
risk—but about closing decision loops quickly enough to ensure that ideas still
matter by the time they reach the market.
This article was written by Tareq Sikder at www.financemagnates.com.
Source link
