Global banks don’t operate as single units. They function through interconnected regional structures, shared standards and coordinated teams. At Money20/20 in Riyadh, much of the conversation focused on AI, digital assets and the pace of innovation. But beneath that, the more difficult questions were about structure, governance and how global banks actually execute at scale.
It was there that Tapix team first connected with Kriti Jain. Kriti leads Digital Economy, Fintech & Platform coverage across APAC and Cash Sales across APAC and MEA at Deutsche Bank. With nearly 20 years in global banking across product, risk and financial crime, she operates inside one of the world’s largest interconnected banking structures.
In this interview, we look at how data, APIs and AI function within a global banking group and how collaboration with fintechs is managed across regions.
How Global Banking Actually Works
Your role sits between fintech, platforms, payments and cash management across APAC and MEA. When someone asks what you do, what does a normal week look like for you?
There isn’t really a “normal” week, which is part of what I enjoy about the role. My time is usually dedicated to three areas. One is working closely with clients and partners on how to unlock growth. This means working on how their capital needs, payment flows, data, and platforms come together in practice. Another is internal orchestration — aligning strategy, product, technology, operations, risk and regional teams so that what we build is sustainably scalable. And the third is looking forward: understanding how client needs are evolving, which regulators or markets are changing, and how we position the bank ahead of the curve.
In a single week, that can mean deep product discussions, strategic conversations with fintechs, internal workshops, and time spent connecting dots across regions. The common thread is translating complexity into something usable — for clients and internal teams.
Deutsche Bank is European at its core, while you’re based in Singapore. How does the collaboration between Europe and Asia work in practice? Where do you see the biggest benefits of that setup and where does it require more effort?
Deutsche Bank’s European roots give us depth in infrastructure, and regulatory and institutional knowledge. Being based in Asia puts me close to markets that are moving very fast in terms of digital adoption and client expectations. The collaboration works best when we’re intentional about it.
The biggest benefit is perspective. Asia often pushes speed, scale and innovation, while Europe brings rigor and long term resilience. When those come together well, you get solutions that are both forward looking and robust. The challenge is mostly around time zones and context — ensuring teams fully understand local market nuances rather than assuming one model fits everywhere. That takes effort, but it’s also where the most interesting work happens.
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Compared to a few years ago, how much of your work today is remote versus in person and how much time do you still spend on the road? Where does being physically present make the biggest difference?
Remote work is a key part of how we work, and for many discussions it’s both efficient and effective. That said, physical presence still plays a critical role at key moments — particularly when it comes to building trust, navigating complex partnerships, and enabling more open, strategic dialogue.
Being in the room makes a real difference when aligning multiple stakeholders or when conversations move beyond the agenda into nuance.
We’re in a fast-paced industry, how do you stay inspired without burning out? Are there any routines, habits or books that help you keep perspective? What’s your source of inspiration?
I try to be deliberate about energy, not just time. That means creating space to step back and think, even when things are busy. I find inspiration by staying curious — reading widely beyond banking, learning from fintechs, and having conversations with people who challenge my assumptions.
Outside work, having routines that create mental separation is important. That could be an active morning routine with mental yoga, exercise, travel, quality time with family and friends or simply disconnecting for a bit. Perspective comes from remembering that this is a long game — you don’t need to react to everything immediately to stay relevant.
Data, APIs and Governance as the Bank’s Operating System
At Tapix we see transaction data as a valuable internal asset. There’s often a lot of focus on how data shows up in client-facing tools, but much less on how it’s used internally. Do you see data primarily as a client experience topic, or as an internal asset that helps the bank run better?
It’s both, and the two are deeply connected. Client experience is often the visible outcome, but it’s underpinned by how effectively data, technology and platforms work together behind the scenes. When data flows smoothly across systems, supported by cloud based infrastructure, modern architecture, API connectivity and AI enabled tooling, teams can make better decisions, design stronger products, and respond faster to client needs.
When data is treated only as a client facing layer, much of its value is lost. The real leverage comes when internal teams operate on shared data foundations, cloud native platforms and scalable AI capabilities that improve efficiency, strengthen risk management and inform strategy — not just to present information to clients, but to fundamentally improve how the bank operates end to end.
Where have you seen data make the biggest difference inside the bank? (product design, client conversations, analytics, operations or risk?)
Data has made the biggest difference where multiple teams and systems intersect — particularly in operations and risk. These areas rely heavily on timely, consistent data, and that’s also where breakdowns tend to occur. As processes span platforms, regions, and product lines, any misalignment in data definitions or handoff points compounds quickly, especially in a large global bank.
What’s most challenging at scale isn’t upgrading the technology itself; cloud migrations and modern architectures are achievable. The harder part is driving enterprise wide alignment: shared data standards, interoperable architectures, and consistent ways of working across countries and functions. When those foundations are strong, the benefits show up broadly — from smoother client onboarding to better risk insight and more reliable operational analytics.
Ultimately, the biggest impact comes not from individual tools, but from strong data governance and operating models that ensure every team is working from the same, trusted version of the truth.
5 Ways Leading Banks Use Transaction Data
A lot of that data use depends on how easily it can move across systems. API connectivity is now expected. How has that shift influenced the way teams at Deutsche Bank work with data?
APIs have fundamentally changed expectations. Teams now design with interoperability in mind from the start, rather than treating integration as an afterthought. That has encouraged more modular thinking and closer collaboration between business and technology teams.
Internally, APIs also force clarity — about ownership, data standards, and responsibilities. That discipline can be uncomfortable at first, but it ultimately makes systems more scalable and adaptable.
Do you increasingly see APIs as just a delivery channel for clients, or as part of the bank’s internal backbone?
APIs have become more than a client-facing delivery channel — they’re increasingly part of the bank’s internal backbone. The biggest shift I’ve seen is that teams now design with interoperability in mind from day one. Instead of treating integration as a downstream task, APIs shape how products, data flows and systems are architected internally.
The benefits show up directly in what clients feel: faster onboarding, smoother experiences, real time insights and products that can be extended or configured as needs evolve.
So, while APIs certainly are a critical client delivery channel, their deeper value is in how they strengthen the bank’s internal architecture — making the organisation more modular, connected and able to respond quickly to change.
From your perspective inside a global bank, where does data or transaction clarity most often break down - at the network level, data standards, internal handoffs, or suitability for feature usage? Which of these is hardest to fix at scale?
Breakdowns usually happen at handoffs — between systems, teams, or standards. Network complexity and inconsistent data definitions can compound over time, especially in large, global environments.
The hardest part to fix at scale is alignment. Technology can be upgraded, but agreeing on common standards and ways of working across regions and functions takes sustained effort. It’s less about tools and more about governance and culture.
AI and Partnerships: Where Real Value Is Being Created
AI is everywhere right now. Where do you already see it delivering real value today? Do you see more impact coming from AI-driven tools for clients, or from internal tools that help make better decisions inside the bank? What needs to be in place for AI to work?
AI is delivering the most value internally. It is helping teams process information faster, surface insights, and support better decision making. That might not always be visible to clients, but it has a real impact on how effectively the business runs.
Client facing AI will continue to grow, but it only works well when the underlying data, controls and processes are solid. AI amplifies what’s already there — so the foundations matter the most.
At Money20/20 in Riyadh you spoke about bank-fintech partnerships. There’s often a choice between building something internally or partnering. How do you think about that trade-off? What usually tips the decision one way or the other?
It comes down to where differentiation really matters. If something is core to our identity or strategy, building makes sense. If speed, specialization or innovation are critical, partnering is often the better path.
The best partnerships aren’t about outsourcing responsibility — they’re about combining strengths. Clear alignment on shared goals, governance and incentives usually determines whether a partnership succeeds.
You spend a lot of time at industry events. What’s resonating the most and where might people run into you this year if they want to continue that conversation?
What resonates most right now is pragmatism. There’s less interest in abstract innovation and more focus on what actually works — scalable solutions, real use cases, and measurable impact.
You’ll likely find me at events where those conversations happen — global payments forums, fintech banking intersections, digital asset and regional conferences across Asia, the Middle East and Europe. I’m always open to continuing the discussion beyond the stage.
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