The modern fintech industry continues is an exciting place to work in: new problems being solved, new technologies underpinning products and new companies emerging and taking on incumbents. It keeps you on your toes. 

It remains, at its heart, a people business. There is tremendous diversity and inclusivity in terms of people, interests and skillsets, creating a melting pot for problem-solving and innovation. And women are at the heart of fintech success stories across the globe.

One of the advantages of building something new is that you’re often less focused on tradition and more focused on finding the right people to solve the problem in front of you. That’s one of the reasons why women play a key role at fintech.

The industry grew during a period when many more women had already established careers in financial services. They brought deep expertise in areas such as payments, operations, compliance, and customer experience, all of which became incredibly valuable as fintech evolved. 

Every executive builds a network of people they trust. I’ve done the same thing throughout my career. In more established industries, those networks may have been built over decades. In fintech, many of those networks were still being formed, creating opportunities for talented people to move into senior roles based on what they could contribute. 

Newer companies also have the advantage of building their cultures and teams from the ground up without decades of established practices. That creates an opportunity to think differently about hiring, career development and the experiences that prepare people for senior roles. 

Identifying what it takes to succeed

The fintech industry isn’t for everyone. In my experience, if you have certain inherent qualities and interests, it is more likely that you will thrive and succeed.

If I had to narrow it down, I’d start with curiosity. Financial services, technology, and regulation are constantly evolving, so the people who succeed are the ones who never stop learning. They ask questions, challenge assumptions, and stay open to different perspectives. 

The second is the ability to simplify complexity. Fintech sits at the intersection of technology, regulation and business, and it’s easy to get lost in the details. The people who make the greatest impact are the ones who can simplify complex issues, create clarity, and help others understand where they’re headed and why. 

Leadership qualities, particularly the ability to align people around a shared strategy and execute, are crucial too. Great ideas are everywhere, but success comes from building strong teams, bringing people together around a common purpose and turning strategy into action. That means building trust, breaking down silos, making decisions, and consistently delivering results. 

And finally, integrity. Financial services is built on trust. Whether you’re developing technology, managing risk, or leading an organisation, your reputation is earned by making the right decisions, especially when they’re the difficult ones.

Recognising the need for career evolution

Not everyone will possess these qualities and interests from day one. Some are acquired over time, while others are instilled during your formative and educational years. The one certainty is that progression is never linear; you’ll need to pivot and make bold decisions that continuously challenge yourself.

I began my career as a rocket scientist in the U.S.A after earning a degree in mathematics and computer science. While I loved solving complex technical problems, I discovered I was even more passionate about explaining what technology could do and the business problems it could solve than writing the code itself.

That realisation led me into financial technology and to SWIFT, where I had the opportunity to live and work in Belgium. Supporting the world’s leading financial messaging network gave me a front-row seat to the complexity of global banking and the critical role technology plays in enabling secure, trusted financial transactions. It also introduced me to an industry that has challenged and inspired me throughout my career.

As my career evolved, I naturally gravitated toward roles where I could bridge technology and business. I enjoyed helping customers understand not just how technology worked, but why it mattered and how it could transform their organisations. 

That eventually led me into executive leadership, where I’ve spent more than three decades helping companies define strategy, build high-performing teams and translate innovation into measurable business results. I’ve always believed successful innovation begins with understanding the business problem rather than the technology itself.

Today, I focus on aligning strategy, people and operations to drive growth, strengthen customer outcomes and prepare my company for its next stage of evolution. I’m also helping shape how we use artificial intelligence across our products and our own business to accelerate execution while enabling our people to do their best work.

The best is yet to come

While the fintech industry remains in relative infancy, the leaps in progress over the last 25 years is a strong indicator that the pace of transformation will accelerate rapidly in the coming decades. Technology will continue to evolve, and new products and sectors will emerge. 

However, I believe the next few decades will be defined less by new technology and more by how organisations choose to apply it. Those that succeed won’t simply be the first to adopt AI, for example. They’ll be the ones that build cultures capable of learning, adapting and executing faster than their competitors. 

Continued fairness in hiring practices is central to the future success of fintech. The strongest organisations hire for capability, potential, and character. They recognise that people with different backgrounds and experiences challenge assumptions, bring new ideas, and help organisations make better decisions.

Ultimately, success isn’t measured by the software we deliver. It’s measured by the confidence our customers have in the decisions they make and the trust they place in the people they work with. Strong leadership, great people, culture of continuous learning, and a clear strategy will always be the differentiators.

JOSEPH GABRIEL LAGONSIN

News Editor

Nearly half of UK adults have used artificial intelligence tools during their online shopping journey, according to a survey of 2,000 people commissioned by price comparison group Idealo.

The research found that 46% of UK shoppers had used AI tools while shopping online, and 19% said they consulted AI every day. It also suggested that 75% believe AI will significantly change how people shop in future.

Consumers appear most comfortable using AI at the research stage rather than letting it handle a full transaction. While 74% of AI users said the technology provides useful recommendations, only 41% said they would trust it to complete an entire shopping journey from product discovery to purchase.

The figures point to a gap between interest in AI shopping tools and confidence in them. Nearly a third of respondents, 29%, said AI helps them save time when shopping online, while 33% said they use it to summarise product features.

More than half, 54%, said AI can help them make better purchasing decisions overall. Yet a sizeable minority still prefer established habits, with 35% saying they would rather compare prices using traditional methods.

Trust issues

Concerns over privacy and reliability were central to the findings. Data privacy was the biggest worry overall, cited by 53% of consumers using AI-powered platforms.

At the same time, 42% said they were concerned AI tools could surface unreliable offers or direct them to fake retailers. Another 34% worried about inaccurate recommendations, while 19% viewed AI as a broader risk to society.

The results suggest shoppers are willing to use chatbots and other AI tools as a starting point for research, recommendations and price checks, but many remain cautious about the quality of the information they receive. That could matter for retailers and technology groups trying to make AI a bigger part of eCommerce.

The survey was commissioned after Idealo launched a ChatGPT app aimed at helping consumers with shopping-related searches. The findings suggest AI is becoming embedded in how many people look for products and deals, even as trust remains unsettled.

Nike Herzog-Osikominu, UK country manager at Idealo, commented on the shift in behaviour and the limits of consumer confidence.

“AI is rapidly becoming part of how people shop, particularly when it comes to researching products, comparing prices and finding the best deals. Consumers clearly see the value in having an assistant that can help them save time and make more informed purchasing decisions.

“At the same time, our research shows that trust remains the biggest barrier to wider adoption. While shoppers are increasingly turning to AI for recommendations, many still want reassurance that the prices, products and retailers being presented are accurate and reliable.

“As AI becomes a more common starting point for online shopping, consumers will expect greater transparency around where recommendations come from and whether offers can be trusted. The platforms that succeed will be the ones that combine convenience with credibility,” Herzog-Osikominu said.

The findings add to the wider debate about how quickly consumers will accept AI-led services in day-to-day purchasing. Although many respondents said the technology is useful, the lower level of trust in handing over the full buying process suggests adoption may depend as much on confidence and verification as on convenience.

Price comparison emerged as one of the clearest areas where respondents see value in AI tools. Even so, concerns that automated systems could point shoppers towards fake retailers or misleading offers highlight the commercial risk for platforms that fail to establish reliability.

Herzog-Osikominu also linked that issue to Idealo’s role in the market.

“This is exactly where Idealo adds value – by combining the convenience of AI-powered shopping with trusted price comparison, transparent retailer information and reliable product data, helping consumers make more confident purchasing decisions,” Herzog-Osikominu said.

The Lord Kitchener in Bampton Road, Curbridge closed down in August 2022, but was relaunched last month to the public.

Paul and Lianne Newton purchased the property from Greene King in 2024, free of lease, and set about organising an extensive refurbishment.

Mr Newton said: “We’ve been blown away by the support we’ve received so far.

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“We’ve already taken bookings for a wedding reception, and we’re receiving enquiries for events and private parties right through into 2027.

“It’s been an incredible start.”

Kitchen staff at the Lord Kitchener in Curbridge during its launch party on Wednesday, July 15 (Image: Contributed)

The roadside oak-beamed pub dates from the early 18th century when it was known as the Herd of Swine.

The village social club was based there, and it supported local charities.

Military veteran Mr Newton now wants to turn it into a welcoming hub at the heart of the community.

It reopened on Wednesday July 15, but the couple say there are still some final touches to be done.

The Lord Kitchener in Curbridge reopened on Wednesday, July 15 (Image: John Winney)

Mr Newton explained: “We knew there would always be more to do, but we wanted to get open, welcome people in and build a fantastic team.”

Included in that team is head chef James Brooks, who brings more than 30 years experience as a professional cook to the Lord Kitchener.

The menu is inspired by the vibrant flavours of the Mediterranean, showcasing fresh ingredients and complemented by carefully selected drink pairings.

Food includes Pamboli sandwiches, tapas, burgers, fish and chips and Argentinian grill steak.

The Lord Kitchener in Curbridge reopened on Wednesday, July 15 (Image: John Winney)

“We’re learning every day,” said Mr Newton, “adapting and continually improving as we bring our vision to life”.

He added: “Our goal is to create a place where everyone feels welcome and enjoys spending time.

“We’re incredibly grateful for everyone’s support, patience and encouragement as we continue to grow.

Paul and Lianne Newton of the Lord Kitchener in Curbridge during its launch party on Wednesday, July 15 (Image: Contributed)

“We’re excited about the future of The Lord Kitchener and look forward to creating something truly special that the whole Curbridge community can be proud of.”

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Local councillor Liam Mackenzie said after it opened: “Great to see the Lord Kitchener reopen in Curbridge a couple of weeks ago, bringing the number of pubs in the Ducklington Ward from 1 to 2!

“The only question now – where else needs a new pub?!”

Curbridge and Lew Parish Council owns a one-acre field alongside the pub called the Lord Kitchener Field.

In the early 2000s the pub was owned by Oxford-based brewery Morrells, which Greene King bought.