InMarketing Today

Deutsche Bank's private bank has switched on an agentic AI tool that researches, documents and prepares Source of Wealth assessments, one of the heaviest lifts in Know Your Customer (KYC) checks. It is live in the Singapore and Hong Kong booking centres, has been extended to Dubai relationship managers handling Singapore-booked accounts, and is due to roll out across the global wealth business. The bank's Emerging Markets arm expects to onboard around 30% more clients this year than last.

The line worth borrowing came from Yiping Li, chief operating officer of the private bank: "while tasks can be automated, accountability remains with our people." That is how you announce AI to wealthy clients and regulators in the same breath. The machine does the paperwork; the relationship manager, the person clients actually pay for, gets more time to advise.

If you are putting AI into any client-facing process, write the accountability sentence before you write the press release. Say plainly who remains answerable, and lead with what the client gains, faster onboarding and more adviser time, rather than the saving to your cost base, which clients will rightly hear as a cut.

J.P. Morgan Payments has brought in Thunes to extend its Xpedite Remit service across more than 100 cross-border corridors, pairing the bank's access to local real-time payment rails with Thunes' Direct Global Network, which reaches 12 billion bank accounts and mobile wallets. Clients can pay out to accounts and wallets through a single connection, with currency conversion built in. Chase, with about 94 million consumer and small business customers, will use the same rails; the first markets include India, Mexico, Brazil, Nigeria and the Philippines.

Gayathri Vasudev, global head of high value payments and foreign exchange at J.P. Morgan Payments, framed the deal around reaching people "through the payment methods they prefer" — a bank acknowledging that the last mile runs through wallets it does not own. Thunes, in turn, sells its "bank-grade compliance, security and resilience". Each side is borrowing the other's credibility: the fintech gains a blue-chip reference client, the bank gains local reach it did not have to build.

Fintechs selling into banks should lead with the reach and compliance a bank cannot cheaply build for itself, and treat every named bank client, with permission, as a reference in the next pitch. Banks should be open with their own clients about which partners sit behind the service; corporate treasurers will ask about the dependency anyway, and it is better heard from you first.

Steve Matthewson, head of news at S&P Global Market Intelligence, told Press Gazette that B2B publishers must "go beyond the logo" to understand the individual behind each corporate subscription. The division has around 360,000 active users and made $4.9bn in revenue last year; its Capital IQ Pro desktop costs about £55,000 per user per year, according to the UK government. Matthewson maps readers in three layers: the segment, the persona, then the specific workflow they are trying to complete.

This is account-based marketing advice dressed as editorial strategy. Most B2B financial services firms sell to a logo and then write for the logo, which is why so much of their content reads as if it were drafted for a procurement committee. Matthewson's sharper point is about silence: of 100 users at a client, he says, 20 may be deeply unhappy and only one will complain.

Take your three most valuable client accounts and map the people inside them by persona and workflow, not job title. Build one piece of content around each workflow, something they can use before their first meeting of the day, and treat every complaint as the visible fraction of a larger problem.