Building the Next Retail Bank

Retail banking spent the past decade digitising the customer journey. The next phase changes something deeper: who, or what, makes and executes the decision. Artificial intelligence is moving from assisting customers and employees to interpreting intent, recommending actions, coordinating work and increasingly acting within defined limits.

Building the next retail bank will therefore require more than adding AI applications to existing systems. Banks will need data and infrastructure capable of supporting real-time decisions, orchestration layers that determine how systems work together, agents that can execute increasingly complex tasks, and clear rules governing what those agents are authorised to do. Payments, identity, cybersecurity and customer protection will need to evolve alongside them.

The commercial consequences could be equally significant. Intelligent agents may continuously compare products and providers, challenge customer inertia and alter how deposits, cards and other retail products are priced and distributed. Products themselves could move from predefined accounts and loans towards financial outcomes assembled around individual needs. As more decisions become automated, banks will also need to determine where human judgement remains essential and who remains accountable when machines act.

The question for financial institutions is therefore no longer simply where to use AI. It is what the next retail bank must look like, which decisions it should allow machines to make and execute, and what needs to change now to build it responsibly and profitably.

The AI in Retail Finance Conference brings together senior banking leaders, regulators, innovators and ecosystem players to examine these questions through TAB Global's annual research and assessment of leading retail financial institutions across the markets it serves. Hosted in Singapore, the Conference will bring evidence and perspectives from across the region into a one-day working discussion on how the next retail bank will be built and run. 

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Key focus areas:

automation

How orchestration becomes the decision engine of the bank

automation

Where agents should be allowed to act — and with how much autonomy

automation

What happens to products, pricing and deposits when agents shop for customers

automation

Who authorises agent-initiated payments and who is accountable when they fail

automation

How identity, fraud and cybersecurity change as attackers become more automated

automation

How boards and supervisors govern increasingly autonomous systems

automation

How roles, management and skills change when people supervise agents

Itinerary

The AI in Retail Finance Conference

25 Feb 2027
08:30 - 09:00

Registration

09:00 - 09:30

Welcome and Opening Keynote

When the Bank Starts to Act

Digital banking changed how customers operated their bank. AI changes who — or what — can operate it. As intelligent systems move from answering questions to recommending and increasingly executing decisions, the competitive question shifts from who has the best app to who controls the intelligence, permissions and execution behind the customer relationship. This keynote sets the direction for the day: what changes when AI begins to act, and what must be true before institutions allow it.

  • From customer-directed banking to AI-assisted and selectively AI-executed finance
  • Who controls customer intent when software begins comparing, choosing and acting
  • What banks must establish in data, controls and accountability before allowing greater autonomy
  • Where AI is already creating value — and where execution should remain constrained
09:30 - 09:45

State of Retail Banking 2027: What the Excellence Assessment Shows

TAB Global presents findings from its annual assessment of leading retail financial institutions across the markets covered by the Excellence programme. The briefing will identify where AI is producing measurable results, where investment has yet to translate into performance, and how leading institutions are beginning to differentiate themselves.

09:45 - 11:00

Heads of Retail and Digital Banking Roundtable:

What Will AI Make Obsolete — and More Valuable — in Retail Banking?

Most banks can now list their AI use cases. The harder question is which parts of the retail banking model AI will fundamentally change, which capabilities become more valuable as intelligence becomes abundant, and what this means for revenue, cost and customer relationships. This leadership roundtable brings together heads of retail banking, digital and AI to test where the economics are genuinely changing.

  • Which retail-banking activities are most likely to become redundant — and which become more valuable?
  • Where has AI already changed revenue, service, productivity or risk outcomes, and where is value still difficult to prove?
  • What happens to deposit, card and pricing economics if agents continuously optimise customers' money?
  • Which customer decisions should banks refuse to delegate completely to machines?
  • Which capabilities must banks continue to own, and which can safely be sourced from technology partners?
  • What evidence would make leaders accelerate autonomy — and what would make them slow down?
11:00 - 11:30

Tea/Coffee Break

11:30 - 12:00

Who Owns the Orchestration Layer?

A bank operating growing numbers of models, rules engines, applications and agents needs a way to determine what acts, in what sequence, with which information and under which policy. The orchestration layer could become the decision engine of the intelligent bank — but its effectiveness will depend on the quality of the data, infrastructure and core systems beneath it.

  • Is orchestration primarily a technology capability or a new institutional decision layer — and who should own it?
  • Should banks modernise the core first or surround it with real-time data and decision services?
  • How should work move between models, rules, agents and people while preserving controls and auditability?
  • How much dependence on a single model, cloud or technology platform is acceptable?
12:00 - 12:30

Where Should Agents Be Allowed to Act?

Agentic systems can move beyond answering questions to planning tasks, using tools and executing multi-step workflows. The strategic question for banks is no longer simply whether to deploy agents, but where they should be permitted to act, how much autonomy different activities should receive, and how institutions can expand that authority without losing control.

  • Which retail-banking workflows are ready for agent-led execution, and which should remain assisted?
  • How should banks define levels of autonomy, approval thresholds, escalation rules and kill mechanisms?
  • Should every agent have its own identity, permissions and audit trail?
  • What evidence of reliability, customer value and financial return should an agent demonstrate before it is scaled?
12:30 - 13:30

Lunch

13:30 - 14:00

The End of the Product Catalogue

Banks have traditionally designed accounts, loans and investment products first and then searched for customers who fit them. AI and connected data create the possibility of recognising a financial need as it emerges and assembling liquidity, credit, protection or advice around the outcome the customer is trying to achieve. This could change not only product design but the economics of the customer relationship itself.

  • Will customers continue to buy mortgages, or ask an agent to solve for home ownership?
  • Does the bank still manufacture products, or increasingly assemble outcomes from its own and other providers' components?
  • What happens to deposit and card economics when agents continuously compare rates, rewards and payment choices?
  • Who earns the margin when multiple providers supply different elements of one financial outcome?
14:00 - 14:30

Who Authorises the Agent to Pay?

AI agents are moving beyond helping customers search and compare towards initiating transactions within predefined permissions. That creates a new governance challenge for retail finance: how does a bank know that an agent is genuine, what exactly has been delegated to it, and when a transaction must return to the customer for approval?

  • How should a bank authenticate an agent and verify the authority delegated to it?
  • Who sets transaction, merchant, product and risk limits — and who can change or revoke them?
  • When an authorised agent makes the wrong payment, who is responsible for making the customer whole?
  • Will agent-driven payments run primarily through cards, account-to-account rails or multiple forms of money — and who chooses the route?
14:30 - 15:00

When the Attacker is also an Agent

AI is making impersonation, social engineering and synthetic identities more convincing, while agentic systems create a new attack surface by connecting software directly to data, tools and payment infrastructure. The boundaries between fraud prevention, digital identity and cybersecurity are therefore beginning to blur. Banks will need to protect not only the customer, but the agents and permissions acting on the customer's behalf.

  • What new attack surface emerges when agents can access customer data, internal tools and payments?
  • How can banks distinguish a customer's legitimate agent from a malicious or compromised one?
  • Can behavioural intelligence and continuous verification protect customers without creating excessive friction?
  • How should responsibility and intelligence-sharing evolve across banks, technology platforms, telecommunications companies and authorities?
15:00 - 15:30

Afternoon Break

15:30 - 16:00

Who Answers When the Agent Is Wrong?

As AI moves from recommendation to execution, accountability can no longer depend on a person approving every individual action. Boards, senior management and regulators will need to determine how autonomous systems are governed, how meaningful human oversight operates and how institutions remain accountable for models and agents supplied by third parties.

  • What does board and senior-management accountability mean when no individual approves each agent decision?
  • How should banks demonstrate that human oversight and escalation are substantive rather than nominal?
  • How can an institution remain accountable for third-party models, agents and technology platforms it does not fully control?
  • Which decisions should always require human approval, dual control or explicit customer confirmation?
16:00 - 16:30

Who Runs the Bank When Agents Run the Work?

As agents take on more work across servicing, credit, fraud, product development and operations, banks will need to redesign teams, management layers and decision rights. Roles that were built around people performing and supervising work may change fundamentally when employees increasingly direct, review and govern intelligent agents.

  • Which decisions move from employees to agents, and who owns them when they cross organisational silos?
  • What happens to management layers when one employee can supervise multiple intelligent agents?
  • How will the next generation of bankers learn judgement when agents perform work previously done by junior employees?
  • How should performance, incentives and accountability change when outcomes are produced jointly by people and machines?
16:30 - 17:00

By 2030, is the Bank a Brand, an Agent or a Balance Sheet?

As intelligent agents increasingly sit between customers and financial providers, the traditional bank may begin to fragment. One institution could hold the balance sheet, another manufacture the product, while an intelligent platform controls the customer relationship and determines where money goes. This closing debate asks where the real strategic power of the retail bank will ultimately sit.

  • Which layer creates the greatest strategic power: relationship, intelligence, execution or balance sheet?
  • Can a bank remain highly profitable if another platform's agent controls the customer relationship?
  • Will customers trust a bank-owned agent more than an independent one — and should they?
  • Which decision must a retail banking CEO make in 2027 that cannot wait until 2030?
17:00

Closing Remarks & End of Conference

Tour Hosts

Marla Sofer
Marla Sofer
Founder & CEO, knomee

Who should attend?

bank

Central bankers, regulators and policymakers responsible for retail finance, payments, AI and digital identity

bank

CEOs, country heads and chief retail, consumer and digital banking officers

bank

Heads of retail AI, analytics and decision science

bank

Heads of deposits, payments, cards, wealth, mortgages, consumer credit and financial wellbeing

bank

Heads of customer experience, distribution, marketing, pricing and product management

bank

Chief data, technology and AI officers; heads of enterprise architecture, innovation and transformation

bank

Heads of fraud, financial crime, cybersecurity, risk, compliance and consumer protection

bank

Board members and senior executives responsible for technology, AI and risk oversight

bank

Founders and senior leaders from fintech, paytech, wealthtech, digital-bank, AI and identity companies

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Senior executives from retailers, telecommunications companies, marketplaces, super-apps and other platforms embedding financial services

Register Today

USD 999

Early bird : USD 500 (before 31 December 2026)

  • Access to main conference sessions and exhibition area
  • Delegate materials and event updates
  • Refreshments at the venue
  • Networking Lunch
  • Access to event app

USD 1,500

Early bird: USD1,000 ( before 31 December 2026)

  • Access to main conference sessions and exhibition area
  • Delegate materials and event updates
  • Refreshments at the venue
  • Networking Lunch
  • Access to event app

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