Date

8 - 11 April 2025

Location

London

COACHING FOR THE NEXT GENERATION OF BANK LEADERS

As banks and new financial institutions scale talented individuals into management positions, some from outside the industry, there is a need to equip them with an intuitive understanding of all of the disciplines of the industry. All levels of decision making in the banking today demand a high level of industry and broad knowledge and skills at a global level, no matter how small the institution.

The International Bank Leadership Programme was developed by The Banking Academy over several years to demands from banks that want to scale their promising executives and even board members in order to respond to new challenges as they arise.

The programme features intense learning with deep content, but more importantly, mentorship from a faculty of practitioners and industry thought leaders. The year long programme is structured around a weeklong in-campus training, followed by tactical sessions conducted online and a one-year membership access to new content and discussions as they develop, supporting both technical as well as leadership skills of participants.

This programme is global in its orientation, and includes a library of case studies and best practices that will give your executives a clear confidence in building their own world class institutions in the course of their careers.

This programme is designed for

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Next generation senior management in banks

Highly promising management at both entry and mid-career levels who need to be scaled up to a strategic level on all aspects of the industry and supplement the organisation-specific training that they already receive.

This programme is designed for

  • Next-generation senior management

    Promising leaders transitioning to strategic roles, building on their existing training.

  • Strategic planners

    Executives involved in strategic planning, benchmarking, GAP analysis, and scenario planning.

  • Board members

    Individuals from other industries needing an introduction to banking for informed decision-making.

  • Investors in financial institutions

    Investors and professionals seeking insights to assess financial institutions for M&A, IPOs, and other initiatives.

This programme is designed for

Next-generation senior management

Promising leaders transitioning to strategic roles, building on their existing training.

Strategic planners

Executives involved in strategic planning, benchmarking, GAP analysis, and scenario planning.

Board members

Individuals from other industries needing an introduction to banking for informed decision-making.

Investors in financial institutions

Investors and professionals seeking insights to assess financial institutions for M&A, IPOs, and other initiatives.

Areas to be covered

We will cover the following areas in the programme both during the onsite and through tactical sessions over the course of one year:

Key trends shaping the future of banking globally

Navigating the balance sheet (ROA, ROE, CIR)

Cybersecurity and operational risk

Technology and operations

Areas to be covered

We will cover the following areas in the programme both during the onsite and through tactical sessions over the course of one year:

Global Trends Shaping the Future of Banking

Mastering the Balance Sheet (ROA, ROE, CIR)

Treasury, Asset Liability Management (ALM), and Funds Transfer Pricing (FTP)

Evolving Retail and Transaction Banking in a Digital World

Strategic Decision-Making

Harnessing Technology and Cybersecurity in Banking

Leadership in Organisational and People Management

Digital Assets and the Future of Deposit Tokenisation

Skills to be gained from this programme

Participants can expect to gain the following skills and experiences through this programme:

  • Global Insights: Deep understanding of industry trends and competitive dynamics.
  • Strategic Indicators: Mastery of commercial banking metrics, including balance sheets and benchmarks.
  • Operational Refresh: Update on key areas like treasury, risk management, technology, and HR.
  • Global Perspective: Evaluate your institution against global best practices.
  • Networking: Connect with peers from around the world.
  • Leadership Preparation: Ready yourself for leadership roles within your organisation.

Skills to be gained from this programme

Participants can expect to gain the following skills and experiences through this programme:

Global Insights

Deep understanding of industry trends and competitive dynamics.

Strategic Indicators

Mastery of commercial banking metrics, including balance sheets and benchmarks.

Operational Refresh

Update on key areas like treasury, risk management, technology, and HR.

Global Perspective

Evaluate your institution against global best practices.

Networking

Connect with peers from around the world.

Leadership Preparation

Ready yourself for leadership roles within your organisation.

Features of this programme

The features of this programme are clearly targeted at senior decision makers:

Current Content

Continuously updated with the latest industry developments.

Global Focus

Covers key institutions, trends, and developments worldwide.

Mental Framework

Provides a comprehensive understanding of critical issues.

Benchmark Data

Offers precise metrics for key operational areas.

Mentorship

Trainers also serve as mentors.

Interactive Learning

Includes simulation exercises for practical experience.

Comprehensive Materials

Access to primary reading and course resources for future reference.

Customised Training

Tailored to incorporate your institution's structure.

The Programme

Before the in-campus week in London, participants will:

  • Complete self-assessment questionnaires on their goals and focus areas.
  • Finish assigned preliminary reading.
  • Watch designated videos and answer related questions.
  • Attend the first online meet-up on Thursday, 27 March 2025, at 9am GMT.

The programme starts with an intensive week in London, where faculty and invited speakers will provide a comprehensive industry overview, laying the groundwork for the tactical sessions that follow.

Slide Deck Preparation List Revised 1.1

Please note that the entire orientation of this training is to train the participants to rehearse some of the decision-making challenges they will face as their banks become increasingly more digital (including AI) and are also faced with new asset classes on their balance sheet.

Day 1

09:00

Introductions 

We will start with an introduction of:

  • The programme and goals to achieve
  • The faculty and the conversations we will have
  • The participants and the expectations that we will manage.

Some of the introductions and feedback would have already started in the chat groups.

10:00

Developing your own mental map on key global trends shaping the technology today

Following introductions, we begin the programme with a wide-ranging overview of global developments—geopolitics, regulation, the platform economy, emerging technologies, and digital assets—that are reshaping financial services.

This session helps participants anchor their thinking in the context of long-term trends, offering a strategic lens through which to interpret today’s developments. It introduces the broader universe of issues a CEO or board-level leader must be mindful of—setting the foundation for informed, forward-looking decision-making throughout the programme.

11:00

What will AI do to the bank’s balance sheet?

This session lays the foundation for the simulation programme by examining how digital transformation—and now artificial intelligence—is reshaping the way we understand and manage the bank’s balance sheet.

We begin by appreciating how the elements of a banking business are captured on the balance sheet, and how digital banking has already transformed this structure.

The session will include three key segments:

1. Financial scorecard and leading indicators

We start with a review of leading indicators such as cost-to-income, ROE, cross-sell, and other key ratios that define high-performing institutions. Participants will be introduced to a scorecard approach that enables a holistic view of the bank's financial performance. This includes digesting the profit and loss statement of a traditional bank and studying balance sheet items used by leading institutions to benchmark performance.

2. From digital to AI banking

We explore how digital banking has evolved globally, setting the stage for how AI will further redefine the industry. We will take a detailed look at how the balance sheet of a bank like DBS transformed as it transitioned from a traditional bank to a digital leader, and what this implies for the next phase of AI banking.

3. Mapping the full banking landscape

We build a comprehensive view of how the balance sheet connects with treasury, operations, technology, customer relationship management, human resources, operational risk, and product design. This includes studying digital banks, fintech platforms, and payment providers to identify the structural benchmarks and metrics that matter when assessing new disruptors in the industry.

The session concludes with a discussion of case studies of banks that demonstrate exceptional performance, helping participants identify the matrix they should aspire to develop within their own institutions.

12:30

Working Lunch 

14:00

Banking Simulation I: Introduction to the competitive elements of a bank’s balance sheet 

This session marks the beginning of a series of simulation exercises designed to help participants build instinct in managing a bank’s balance sheet—recognising that banking, at its core, is a balance sheet business.

We will use the ProBanker Simulation, originally developed by Professor Mark Flood at Wharton, to replicate a banking environment where participants must make decisions to gain market share, maximise profitability, minimise risk and manage capital, all within a competitive and regulated framework.

The simulation provides an experiential platform to test and refine participants’ decision-making instincts, allowing for structured reflection and group discussion on the choices made and their outcomes. The goal is to develop sharper judgement under dynamic market conditions.

15:00

Shareholder commitments that direct the strategy of leading banking players 

Understanding how financial institutions are funded and supported by shareholders provides insight into the strategic directions they are able to pursue. At the same time, a key responsibility of senior leaders is to effectively communicate financial goals and value creation strategies to shareholders.

This session explores how different players—including digital banks, BNPL firms, and payment platforms—build their business models and shape their shareholder narratives through the structure and performance of their balance sheets.

We will examine case studies such as Revolut and Wise, which have emerged as serious challengers to traditional banks in the payments space. The BNPL segment will be covered through both success stories like Klarna and failures including Affirm (Australia), ZestMoney (India), and Cushion (US). We will also study a traditional bank example—Secure Trust Bank’s V12 partnership with Apptopay—to understand collaboration models between legacy players and fintechs.

The session will also touch on the rollout of Open Banking across global markets and how it is influencing shareholder strategies and institutional positioning.

16:30

What will Enterprise Risk Management (ERM) look like with AI

This session focuses on the evolving nature of Enterprise Risk Management (ERM) in the age of AI. Participants will explore how senior management and board-level leaders must adopt a more holistic approach to setting ERM parameters as digital transformation reshapes the banking environment.

We will examine how culture, reporting lines, and internal interactions have shifted in digital banks, and how these changes are redefining ERM frameworks. The session will draw from recent ERM failures to highlight critical lessons in oversight, governance, and accountability.

With the rise of AI, participants will also consider new and emerging risk scenarios—particularly those requiring stress testing against adverse outcomes—to build forward-looking and adaptive risk frameworks.

Dinner

Welcome dinner featuring a selection of fintech start-ups in the UK


Day 2

On Day Two, we will visit local banks and fintechs to understand their organisation and value propositions. The names below are subject to confirmation, but the final list will be of similar quality and depth.

09:00

Guest Speakers: Elements of retail and small business banking 

Retail and SME banking remain core pillars for most financial institutions, yet both are being redefined by Open Banking frameworks and innovative approaches to serving entrepreneurs and small businesses.

In this session, participants will engage with two distinguished guest speakers who bring first-hand insights from the forefront of these transformations: Open Banking as a catalyst for market-wide change, and relationship-driven models that empower SMEs in the digital age.

  • Helen Child, Founder and CEO of Open Banking Excellence (OBE), will share her global perspective on how open banking and open finance are reshaping the financial services landscape. With deep engagement in regulatory ecosystems across markets including the UK, Brazil and Saudi Arabia, Helen will provide a strategic overview of the opportunities open banking presents for the industry.
  • Steve Martin, Head of Accounts at Greengage and a former Barclays veteran, will draw on his two decades of experience to discuss how strong relationship management and human-centric service models remain key to SME banking. His perspective will bridge traditional banking values with new business models in a digital-first environment.

11:00

Site Visit: OakNorth – AI-driven lending for SMEs

OakNorth is one of the UK’s most successful fintech banks, focused on transforming credit access for fast-growing SMEs. Since 2015, it has lent over £12 billion, helping create more than 56,000 jobs and 34,000 homes across the UK.

Built by entrepreneurs for entrepreneurs, OakNorth stands out for its AI-powered platforms—ONAI and ONCI—that use alternative data, machine learning, and predictive analytics to assess creditworthiness beyond traditional models. The result: bespoke lending decisions, faster turnaround times, and low loan defaults to date.

Key Learning Points:

  • Using AI and alternative data to strengthen credit decisioning
  • Achieving operational efficiency through cloud infrastructure
  • SME lending models that go beyond traditional balance sheet metrics
  • How OakNorth supports other banks through its platform

Followed by a working lunch.

14:00

8.Mapping an IT strategy in an AI world 

This session addresses the critical aspects of developing a robust IT strategy in the context of AI-driven digital transformation. As banks rethink their technology foundations, the discussion will centre on aligning infrastructure with future needs while maintaining operational stability.
Key focus areas include:

  • Vendor selection and management strategies tailored for an AI-centric environment
  • Core banking system replacement and modernisation
  • Balancing in-house vs. external application development in a fast-moving tech landscape

Participants will review the latest vendor propositions and examine the industry's ongoing shift from mainframes to cloud-based platforms.

The session also delves into the use of open-source computing, APIs, and user-developed applications, and how these innovations are reshaping financial services.

Finally, we address how banks can structure their organisations to harness the speed and agility required by digital banking, enabling retail, SME, and wealth management businesses to operate on a unified, scalable infrastructure.

15:30

9.Simulation II: Liquidity risk management

In this session, participants will be introduced to the competitive simulation through two structured trial runs. Teams will be assigned and asked to input decisions across a range of variables—including deposit and loan rates, wholesale deposits, reserve requirements, loan loss allowances, and marketing allocations.

Following the first quarter, teams will review the performance reports, analyse outcomes, and discuss strategy with team members and instructors. Revised decisions will then be submitted for the second quarter, concluding with a brief analysis of the updated results.

Free evening


Day 3

09:00

Navigating the Regulatory Capital Conundrum

This session takes participants through the evolution of banking regulation, examining how capital frameworks have shifted over time and what new themes are emerging in response to digital assets and digital banking.

We will explore how banks are rethinking their organisational structures to stay both regulation-savvy and capital-efficient in a changing environment. Thai banks especially have been pursing different approaches to maximise the different goals of a technology company, a retail bank, a digital bank and a corporate/wholesale bank.

10:30

The Dynamics of Treasury, Asset Liability Management (ALM), and Funds Transfer Pricing (FTP)

This session explores the critical day-to-day activities of managing the cost of funds, capital, and liquidity within a bank. Effective liquidity management, particularly in response to product and market changes, requires significant managerial and technical skill. 

Members will gain a deeper understanding of how to utilise the treasury function to achieve a bank’s product development and profit strategies. The session will also focus on the essential relationships and organisational skills needed at the Treasury, Asset Liability Management (ALM), and Funds Transfer Pricing (FTP) levels to create a successful and resilient organisation, and the important role and responsibility of the bank’s asset-liability committee (ALCO)

12:30

Discussion over lunch

14:00

12.Exploring new forms of strategic credit risk management

We explore alternative data sources, advanced analytics, behavioural profiling, and supply chain insights that are increasingly used to enhance credit decisioning.

Case studies from WeBank, Ant Financial, and other Chinese digital banks will demonstrate practical approaches to strategic credit risk management and offer valuable lessons for institutions seeking to transform their credit models.

15:30

13.Simulation III: Estimation of Basel Regimes

This session focuses on applying interest rate risk management techniques (GAP analysis) and estimating Basel regulatory ratios for capital management. Participants will make strategic decisions to increase or reduce GAP exposure and adjust Basel ratios by modifying portfolio composition, issuing equity, or altering loan loss allowances.

16:30

14.Mapping decentralised and traditional finance into each other

This session explores how blockchains, cryptocurrencies, and the metaverse are being integrated into traditional banking frameworks. Participants will understand the speed, latency and architecture of decentralised finance (DeFi), and how these are beginning to influence conventional banking, especially in treasury and markets.

The session will compare best practices in DeFi with those in traditional finance, equipping participants with the knowledge to navigate and adapt to these emerging changes.

The session also covers emerging technologies such as generative AI and quantum computing, focusing on their impact on bank operations and strategy execution. We will discuss how banks can reorganise and collaborate with partners to effectively leverage these technologies for future advantage.

17:30

Free evening


Day 4

09:00

15.Developing an AI strategy for your bank 

Participants will learn how to interpret recent developments in the context of broader industry trends and create institutional milestones for their own banks, drawing inspiration from the milestones achieved by other leading institutions.

Working in a competitive scenario, participants will formulate a business plan incorporating time series projections, market share targets and other strategic objectives. The exercise will culminate in a collaborative discussion, enabling participants to share perspectives and apply key insights gathered throughout the programme.

11:00

16.Full Bank Simulation Exercise I – Strategic decision-making in Teams

The most effective way to internalise concepts in risk, credit, and liquidity management is through competitive simulation. Using the ProBanker platform, participants will be divided into teams and placed in dynamic market scenarios to test strategic responses. 

In this business simulation, participants will experience:

  • Setting a business strategy for their financial institution
  • Execute the strategy by making decisions across various lines of business, including marketing, pricing, operations, and asset-liability management.
  • Assess the impact of their decisions on profitability and shareholder objectives.
  • Collaborate with peers to make informed decisions.

Each team will present its best-case scenario, outlining the rationale behind its decisions, outcomes achieved, and lessons learned.

A second simulation exercise will be conducted online six months later, allowing participants to build on the lessons learned during this initial exercise.

Note: This session includes a working lunch. 

14:00

Your own career in an AI-defined industry 

In this final session, each participant will be required to write down and present and critique each other’s personal roadmap.

We will take the feedback of the cohort to design the scheduled online sessions that will be run through the course of the year.

Based on collective input, the year-long series of virtual engagements will be shaped around either tactical priorities or deeper strategic themes, depending on the interests and career goals of the cohort. 

16:00

Certificate Distribution - End of programme 

After the week in the UK, this programme will go entirely digital and online, giving each participant an annual membership to periodic, very tactical sessions as stated below.

22 May 2025

09:00 - 11:00

Elements of Consumer Credit Risk Analysis

In this workshop, we will discuss what about your credit risk portfolios you need to pay attention to:

  • Why is credit risk part of the pricing of your products and services?
  • How is credit risk organised in our bank?
  • How is credit risk applied to our different businesses?

19 Jun 2025

09:00 - 11:00

Distribution and multi-channel management strategies

This session explores key performance drivers for each banking channel and the impact of shifting consumer trends on channel management. Participants will examine the integration of branches, internet banking, ATMs, and call centres, focusing on best practices from leading institutions. Case studies will provide practical examples of successful distribution and multi-channel management.


24 Jul 2025

09:00 - 11:00

Leveraging customer analytics, sales and marketing, brand, and customer perception

This session highlights the importance of deep customer knowledge as a cornerstone of success. Participants will explore strategies used by leading banks to build strong customer knowledge infrastructures and effective sales and marketing approaches that boost brand perception. The session covers customer analytics, from data capture to deployment, and discusses advertising, direct marketing, CRM, and key metrics for managing customer effectiveness.


21 Aug 2025

09:00 - 11:00

The basics of cybersecurity for financial institutions

This session offers a foundational understanding of cybersecurity tailored to the banking sector. Participants will learn about key threats like data breaches, phishing, and ransomware, and explore strategies for protecting financial data, ensuring compliance, and implementing robust security protocols. Practical examples and case studies will highlight best practices for maintaining a secure and resilient banking environment.


18 Sep 2025

09:00 - 11:00

Navigating a commercial bank’s involvement in investment banking and capital markets

This session explores the role of investment banks in financial intermediation and their global market position. Participants will receive an overview of key investment banking activities:

  • Sell Side: Corporate finance (equity/debt underwriting, brokerage, sales), corporate advisory (M&A, restructuring), and trading (equity, debt, forex, commodities, derivatives).
  • Buy Side: Pension funds, mutual funds, hedge funds, private equity, venture capital, and sovereign funds. Syndication, particularly securitisation and structured finance, will also be covered.

The session also examines strategic issues facing investment banks in Asia, including competition, legal structures, capital adequacy, and governance. Finally, we will review recent and emerging trends, supported by case studies of leading investment banks from the US, UK, Europe, and Asia, highlighting competitive strategies, core competencies, and best practices.


16 Oct 2025

09:00 - 11:00

Update on AI applications in banking today

This session examines the banking industry’s shift toward a customer-centric model, comparing it with other industries further along in this evolution. We’ll explore the impact of digital transformation on customer and employee-centric metrics like Net Promoter Scores. The session also covers best practices for deploying customer-centric interfaces like chatbots, highlighting the importance of meaningful customer interactions. Additionally, we’ll address balancing data privacy with achieving greater customer intimacy in the digital world.


20 Nov 2025

09:00 - 11:00

Correspondent banking, cash management, and cross-border payments

This session focuses on establishing and managing counter-party relationships vital for transaction banking. Participants will learn the critical success factors for building and maintaining these relationships. The session explores how local banks use international correspondent banking for credit, deposit, collection, clearing, and payments. Through case studies, we’ll examine the dynamics, benefits, and challenges of these relationships, and discuss how new cross-border payment systems may transform the traditional role of international correspondents.


18 Dec 2025

09:00 - 11:00

Advanced Bank Simulation Exercise 2 - Strategic Decision-Making in Action

In this final simulation exercise, conducted remotely, participants will apply the risk management, credit, and liquidity management principles learned throughout the programme. The exercise simulates the strategic decision-making challenges faced by senior executives. Participants will set and execute a business strategy, manage various lines of business, and evaluate the impact on profitability and shareholder objectives, while understanding the interrelationships between business units. 

This exercise consolidates learning and prepares participants for complex decision-making in their roles.

Reading and Viewing Material 

From 1 January 2025, we will be releasing a series of reading material. 

  • Listening to interviews with leading global bankers
  • Reading the balance sheets and published data of selected leading banks around the world to reflect the different business types. Identifying operational benchmarks from leading financial institutions around the world.

We will provide Research Notes that contain “The Banks We Like” in this business and a Balanced Scorecard Perspective (Financials, Customers, Processes, Learning)

  • The Mutual Fund Business
  • The Automobile Lending Business
  • The Mortgage Business
  • The Consumer Credit Business
  • The Credit Card Business
  • Islamic Financial Services
  • Corporate and Investment Banking
  • Trade Finance
  • Transaction Banking 

Anchored by a highly qualified team of experts

The programme is anchored and delivered by some of the most experienced professionals in the industry.

Barry Katz
Urs Bolt
Chairman, The Banking Academy
Barry Katz
Emmanuel Daniel
Founder, TAB Global
Barry Katz
Axel Winter
Chief Digital & Technology Officer, Partner, & Advisor
Barry Katz
Anoop Rai
Professor of Finance, Frank G. Zarb School of Business, Hofstra University, New York
Barry Katz
Nick Dove
Bank Analyst, Financial Policy Consultant, Hedge Fund Director
Barry Katz
Brian Lo
Faculty Expert, Advanced Risk Management & Regulatory Strategy
Barry Katz
Mark D. Flood
Visiting Research Scholar, Center for Financial Policy, University of Maryland

Guest Speakers

Jonny-Fry
Jonny Fry
Former Group Head, Digital Assets Strategy, ClearBank
Valentina-Kristensen
Valentina Kristensen
Corporate Affairs Director
OakNorth
Steve-Martin
Steve Martin
Head of Accounts
Greengage
Helen-Child
Helen Child
Founder & CEO
Open Banking Excellence

The Investment

US $18000

  • Full access to The International Bank Leadership Programme (8-11 April 2025, London).
  • Programme slides, reading materials and videos.
  • 5-night accommodation in London (7-11 April 2025).
  • All program-related breakfasts, lunches, and select dinners.
  • Certificate of Participation
  • Tactical skills workshops ( Virtual, May-Dec 2025)
  • One year membership to Future Bank Working Group

* Excludes airfare, visa fees, and airport transfers during the week in London.

Have a Query? Get in Touch with Us Today!

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