Latest news with #OperationalEfficiency
Zawya
16-07-2025
- Business
- Zawya
Agentic AI empowers banks with smart tools for digital-age advantage
Banking is on the cusp of its biggest transformation yet — one that replaces rigid rules with dynamic intelligence. Source: Supplied. Sergio Barbosa, chief executive officer of FutureBank. 'Traditional automation relies on fixed rules which limit adaptability and intelligence. Agentic AI, by contrast, can dynamically determine the best next action based on context, available tools, and goals, making workflows smarter and more autonomous,' says Sergio Barbosa, chief executive officer of FutureBank. For banks, the shift to agentic AI is not just a technological upgrade — it's a radical reimagining of how they operate, interact with customers, and create value in a rapidly changing digital economy. And those benefits aren't theoretical — they're showing up where it matters most. One of the most immediate benefits of agentic AI is operational efficiency. By automating complex, multi-step processes such as case management, reconciliation processes, deal-making, and liquidity management, agentic AI reduces the need for human intervention, speeds up workflows, and minimises errors. This will allow banks to run using smaller, leaner teams giving large banks the same kind of agility currently enjoyed by their smaller, more nimble counterparts. Barbosa says these efficiencies will translate directly into improved cost-to-income ratios, allowing banks to do more with less and remain competitive in an increasingly contested environment. Empowering the customer Furthermore, the promise of agentic AI extends far beyond internal operations. Barbosa sees a future where customers are empowered by their own AI agents, or digital representatives, that aggregate financial data, optimise spending, and even negotiate better deals on their behalf. 'This is going to flip things on their head. Customers will have access to their own personal AI, capable of aggregating data across all their accounts to enable personalised financial management — all within the safety of the bank's system,' he explains. This shift from institution-centric to customer-centric AI marks a profound change in the relationship between banks and their clients, enabling hyper-personalised services and proactive, predictive financial management. What's more, agentic AI's ability to leverage both private and public data, combined with advanced techniques like using vector databases, Retrieval/ Cache Augmented Generation (RAG/CAG) and Model Context Protocol (MCP) servers, allows for context-aware, forward-looking insights. Customers can move from reactive problem-solving (responding to issues as they arise), to proactive, strategic decision-making. 'Agentic AI continuously monitors customer accounts, transactions, and market conditions. It can proactively alert customers to potential risks and opportunities, before issues arise. This not only enhances the customer experience but also helps banks build deeper, more trusted relationships with their clients,' Barbosa says. Stablecoin momentum builds Barbosa sees a significant opportunity for banks at the intersection of agentic AI and crypto. 'Currency programmability opens up new possibilities for automating interbank relationships, deal-making, liquidity management, and treasury functions, which are all areas that are notoriously difficult to manage manually. With agentic AI, banks can leverage these programmable assets to streamline operations, enforce regulations more easily, and create new, efficient business models,' he shares. Visa and Mastercard have both launched their agentic commerce and stablecoin plays with a Visa spokesperson painting a picture of consumers using AI agents to find, shop and buy products based on their pre-selected preferences. Visa will also be able to offer stablecoin-linked Visa cards to customers in multiple countries. This would allow cardholders to make everyday purchases from a stablecoin balance at any merchant that accepts Visa. Not a straightforward journey The path to agentic AI is not without its challenges. Banks are traditionally accustomed to closed, highly regulated environments, and the shift to open protocols and transparent systems can be daunting. Barbosa explains that legacy technology presents a significant hurdle, as integrating new AI capabilities with old systems often requires building interfaces and orchestration layers to connect the two worlds. Security and fraud risks are also evolving, with open systems and programmable money introducing new attack vectors that demand advanced monitoring and prevention strategies. While bullish about agentic AI, Research firm, Forrester, paints a realistic picture of the challenges for early adopters. 'We are still in the early stages of agentic AI's market impact; companies must test, learn, and iterate because these powerful systems can be misaligned, creating actions that are at best undesirable and at worst harmful to your customers and critical applications.' However, Barbosa says that working with experienced partners can help de-risk the journey. 'By prioritising open APIs and standardised interfaces, such as MCP servers, we aim to make it easy for both internal and external agentic AI agents to securely interact with our platform. This will not only accelerate innovation but also foster a broader ecosystem of fintech partners and customer-owned AI solutions. We see agentic AI as the catalyst for a new era of banking which is defined by operational excellence."
Globe and Mail
15-07-2025
- Business
- Globe and Mail
Biotricity to Host Fiscal 2025 Fourth Quarter Financial Results and Business Update Call on July 18th
Company to announce improvements in Margins, Operational Efficiency, and a shift to positive Adjusted EBITDA REDWOOD CITY, Calif., July 15, 2025 (GLOBE NEWSWIRE) -- Biotricity Inc. (OTCQB:BTCY), an innovative Technology-as-a-Service (TaaS) company committed to redefining the landscape of the healthcare industry with state-of-the-art remote monitoring and diagnostic solutions, will host its Fiscal 2025 Fourth Quarter Financial Results and Business Update Call on July 18, 2025. The Company announces the best financial performance thus far and a shift to positive adjusted EBITDA. Biotricity's Founder and CEO, Dr. Waqaas Al-Siddiq, and CFO, John Ayanoglou, will deliver remarks followed by a Q&A section to address questions from investors. Event: Biotricity Fiscal 2025 Fourth Quarter Financial Results and Business Update Call Date: Friday, July 18, 2025 Time: 4:45 PM ET (1:45 PM PT) Toll Free: 1-877-269-7751 International: 1-201-389-0908 Webcast URL: Investors can begin accessing the webcast 15 minutes before the call, where an operator will register your name and organization. The call will be in listen-only mode. A replay of the call will be available approximately 3 hours after the live call via the Investors section of the Biotricity website at Toll Free Replay Number: 1-844-512-2921 International: 1-412-317-6671 Replay Access ID: 13754989 Expiration: Friday, August 01, 2025 at 11:59 PM ET About Biotricity Inc. Biotricity is reforming the healthcare market by bridging the gap in remote monitoring and chronic care management. Doctors and patients trust Biotricity's unparalleled standard for preventive & personal care, including diagnostic and post-diagnostic solutions for chronic conditions. The company develops comprehensive remote health monitoring solutions for the medical and consumer markets. To learn more, visit Important Cautions Regarding Forward-Looking Statements Any statements contained in this press release that do not describe historical facts may constitute forward-looking statements. Forward-looking statements, which involve assumptions and describe our future plans, strategies, and expectations, are generally identifiable by use of the words 'may,' 'should,' 'would,' 'will,' 'could,' 'scheduled,' 'expect,' 'anticipate,' 'estimate,' 'believe,' 'intend,' 'seek,' 'project,' or 'goal' or the negative of these words or other variations on these words or comparable terminology. Forward-looking statements may include, without limitation, statements regarding (i) the plans, objectives and goals of management for future operations, including plans, objectives or goals relating to the design, development and commercialization of Bioflux or any of the Company's other proposed products or services, (ii) a projection of income (including income/loss), earnings (including earnings/loss) per share, capital expenditures, dividends, capital structure or other financial items, (iii) the Company's future financial performance, (iv) the regulatory regime in which the Company operates or intends to operate and (v) the assumptions underlying or relating to any statement described in points (i), (ii), (iii) or (iv) above. Such forward-looking statements are not meant to predict or guarantee actual results, performance, events or circumstances and may not be realized because they are based upon the Company's current projections, plans, objectives, beliefs, expectations, estimates and assumptions and are subject to a number of risks and uncertainties and other influences, many of which the Company has no control over. Actual results and the timing of certain events and circumstances may differ materially from those described by the forward-looking statements as a result of these risks and uncertainties. Factors that may influence or contribute to the inaccuracy of the forward-looking statements or cause actual results to differ materially from expected or desired results may include, without limitation, the Company's inability to obtain additional financing, the significant length of time and resources associated with the development of its products and related insufficient cash flows and resulting illiquidity, the Company's inability to expand the Company's business, significant government regulation of medical devices and the healthcare industry, lack of product diversification, existing or increased competition, results of arbitration and litigation, stock volatility and illiquidity, and the Company's failure to implement the Company's business plans or strategies. These and other factors are identified and described in more detail in the Company's filings with the SEC. There cannot be any assurance that the Company will ever become profitable. The Company assumes no obligation to update any forward-looking statements in order to reflect any event or circumstance that may arise after the date of this release.
National Post
13-05-2025
- Business
- National Post
GPs Rethink Operational Tactics Amid Rising SPV Complexity
Article content WILMINGTON, Del. — Faced with rising regulatory demands and operational pressures, general partners (GPs) are increasingly turning to outsourcing and technology to manage special purpose vehicles (SPVs) more efficiently. This trend is highlighted in a new report from CSC, the leading provider of global business administration and compliance solutions. Article content CSC surveyed 400 GPs across the Americas, Europe (including the U.K.), and Asia Pacific to uncover how today's market shifts and operational pressures are reshaping SPV management strategies. 1 The full findings are detailed in the report SPV Global Outlook 2025: How GPs are Shaping Strategies for Long-Term Success. Article content Regulatory compliance and risk mitigation are firmly at the top of GPs' agendas, with nearly three-quarters identifying the growing regulatory burden and the associated reputational and financial risks as key concerns. Navigating regulatory changes was cited as the single greatest challenge when setting up and running SPVs, followed closely by managing operational differences across multiple geographies. Article content These challenges come at a pivotal time as markets grow increasingly competitive, complex, and cross border. Despite inflation and geopolitical uncertainty, GPs remain focused on deploying dry powder and capitalizing on LP appetite for differentiated, long-term value. Article content Amid these shifts, GPs anticipate growing demand for more direct, customized, and flexible investment structures. Co-investment funds are expected to see the highest demand over the next three years, followed by sector-specific and evergreen funds. Article content 'Traditional funds are still very active, but LP demands are rising and will continue to grow,' notes Thijs van Ingen, global head of Corporate Solutions, CSC. 'LPs want access to special deals like club structures and separately managed accounts, pushing GPs to innovate with co-investments, evergreen funds, or special joint venture vehicles. While these structures aren't new, they're growing in volume and adding significant complexity to reporting and underlying operations.' Article content In response, 63% of GPs report they have already significantly increased outsourcing to external providers. Their operational priorities for the next phase of growth include centralized SPV portals (63%), improved cash management (58%), and enhanced entity management systems (45%). Article content 'The question for GPs is no longer how to manage change, but how to lead through it,' said Ram Chandrasekar, global head of Fund Solutions, CSC. 'What GPs need today is a connected ecosystem that provides a centralized view across their entire corporate portfolio. SPVs, funds, investments—each represents a distinct set of data points, and managers must connect these seamlessly to operate effectively. By investing in operational enhancements and building strategic partnerships, GPs are ensuring smoother SPV management, greater scalability, and stronger resilience.' Article content 1 CSC, in partnership with Pure Profile, surveyed 400 GPs across the Americas, Europe (including the U.K.), and Asia Pacific. 200 were active in private capital (defined as private equity and private credit) and 200 in real assets (defined as real estate and infrastructure). Article content CSC is the world's leading provider of business administration and compliance solutions, offering industry-leading expertise and unmatched global reach to alternative fund managers and capital markets participants. Leveraging deep institutional experience and a tailored approach, CSC delivers a comprehensive suite of fund administration, trust, agency, and compliance services to support a wide range of private and public market transactions, complex fund strategies, and scalable operations. Article content As the trusted partner of choice for more than 70% of the PEI 300 and 90% of the Fortune 500 ®, CSC helps clients navigate operational and transactional complexities across more than 140 jurisdictions and various asset classes. With extensive worldwide capabilities, our expert teams provide solutions tailored to each client's needs. Privately held and professionally managed since 1899, we combine global reach, local expertise, and innovative solutions to help our clients succeed. Article content Article content Article content Article content Contacts Article content For more information: Citigate Dewe Rogerson Thomas Dalton cscteam@ Article content Article content Article content
