Leda Glyptis is a seasoned fintech executive and former banker, with a career spanning two decades working in transformation and technology functions across a variety of financial services verticals.
She works as an advisor to boards and executive teams for companies of all sizes, from young startups to globally significant financial institutions, supporting leadership teams in transition: be it a process of transforming themselves, their business or their software infrastructure.
Leda Glyptis served as the Chief Client Officer of 10x Banking and the founding CEO of 11:FS Foundry (both in the cloud-native core banking space); she was the Chief Innovation Officer of Qatar National Bank and held a variety of innovation and transformation roles at BNY Mellon.
Leda sits on the board of Flagstone IM. Over the years, she has held a number of NED positions in fintech firms in Europe and the UK including chairing the Board of Geophy (now a Walker and Dunlop company) through its successful exit.
Leda Glyptis is a frequent keynote speaker at flagship industry events globally including Sibos, M20/20, Finovate as well as specialist regional events; she is the author of the highly acclaimed #LedaWrites column on Fintech Futures and the book ‘Bankers Like Us: Dispatches from an Industry in Transition’ published by Taylor and Francis in 2023.
She completed her undergraduate studies at King’s College Cambridge and holds an MSc and PhD from the London School of Economics and Political Science.
Building a challenger bank? Revamping a legacy organisaation? Thinking about expanding your services deeper into regulated territory? Everyone is building a bank nowadays… and everyone is doing it wrong. What are those common errors and what should you be doing instead?
‘Digital disruption’ is in its second decade, the economy is fully digital and yet the financial services sector is still playing catch up.It is evident that the approach we have taken so far is not taking us in the right direction fast enough and the world is only getting more complex. What should we be doing differently? What should we be doing instead of what we are doing right now to remain competitive in a changing economy?
After decades of investing in fintech, funding innovation departments and paying millions for digital consulting services, big organisations still struggle with transformation. Although ‘transformation’ consulting is big business and technology solutions abound, the real obstacle to change is people and the structures they have built for themselves. Has it occured to you that you may be the champion of the effort to transform your organisation, and also unwittingly its biggest enemy?
We are into a second decade of digital transformation and we are nowhere near done. Change is the new normal and being able to cope with it as a matter of course becomes essential. Yet most banks and large corporates are still half-way a transformation effort that is over time, over budget, not designed to be a continuous effort and already lagging behind the economy around us. Even when this work is finally done, it will be out of date. What do we do then? start all over again or ask a very different set of questions of ourselves?
AI is on everyone’s mind right now but we barely pause to understand what it is, what is new and what may be coming next before jumping in to approach is the same way we have always approached new technology: focusing on where it may hurt us and where it may make us money. What is the actual answer to these questions and what are the questions we should really be asking of ourselves, in the dawn of a new era of AI?
Allowing 100% of the workforce access to opportunity is fair. Allowing your organisation access to a wider talent pool (ie 100% of the adult population) is sensible. Diverse teams however defined consistently outperform non diverse teams by any metric. We know that. So why are things not changing? What stands in the way of true equality and what can your organisation do differently?
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