Fuel cards have evolved into essential credit instruments, providing SMEs with working capital, VAT recovery, and toll management. By integrating financing into daily workflows, transport operators can bypass traditional bank loans to manage leased assets and cash flow gaps.

Telematics and real-time data are now central to fleet strategy. Providers use vehicle patterns to predict credit risks and insolvency before they happen. These insights also fuel dashboards that help drivers optimize routes and manage costs per kilometer through predictive planning.

The industry faces a regulatory and green transition mismatch. Current ID laws struggle with vehicle-based users, while the shift to EVs creates tension between seamless charging and in-store retail sales. The future points toward virtual, interoperable systems that replace physical cards entirely.

This is what the latest UNCHAIN White Paper – “Fintech in Fleet & Fuel – Between Regulation, Data and Daily Operations” explores. Based on insights from the Fleet & Fuel roundtable at the 4th UNCHAIN Fintech Festival powered by VISA, it gives a front-row view of how financial institutions are adapting to change.

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Retailers are evolving into fintech ecosystems, embedding payments, credit, and digital wallets directly into the shopping journey to boost retention. This blur between commerce and finance prioritizes long-term customer value over one-off sales.

Traditional points and cashback are giving way to gamification and “invisible” rewards. Modern shoppers, especially younger cohorts, value seamless digital experiences and emotional engagement over simple transactional incentives.

Despite moving toward a “two-tap” checkout, retailers must navigate regulatory hurdles, like mandatory physical receipts, that disrupt digital flows. Ultimately, the industry is prioritizing frictionless speed to meet modern consumer demands despite these legacy barriers.

This is what the latest UNCHAIN White Paper – “Beyond Transactions – Rethinking Loyalty, Credit, and Embedded Finance in Retail” explores. Based on insights from the Retail roundtable at the 4th UNCHAIN Fintech Festival powered by VISA, it gives a front-row view of how financial institutions are adapting to change.

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Over the past five years, the financial ecosystem across Central and Eastern Europe has undergone a quiet but profound transformation. What began as an urgent push for digitisation has evolved into a deeper reconfiguration of how finance is built, distributed, and experienced, from the unbundling of legacy banking infrastructure and the rise of embedded finance to the convergence of payments, credit, loyalty, and data-driven decision-making.

Insights gathered across previous editions of UNCHAIN Festival and distilled in its sector whitepapers point to a clear direction: finance in CEE is no longer defined by isolated products or institutions, but by ecosystems. Banks are navigating legacy “spaghetti” infrastructures while experimenting with parallel core systems and AI-driven internal automation. Retailers are moving beyond transactions toward experience-first models where payments, lending, and loyalty blend seamlessly into the customer journey. Meanwhile, fintechs are no longer challengers at the edges, but integral players shaping interfaces, expectations, and speed.

Against this backdrop, UNCHAIN Festival returns to Oradea on 17–18 June 2026, offering unparalleled networking opportunities, exclusive industry insights, and strategic connections for over 800 senior leaders and decision-makers from more than 40 countries. This event marks its 5th anniversary and has evolved into a comprehensive platform that connects financial institutions, regulators, technology providers, and industry leaders at a time when alignment has become a strategic necessity.

“During the first four years of the UNCHAIN Festival, we have seen a lot of international cooperation and merchant integration. Technology combines various verticals even more closely. Many non-banks are now entering the financial services market by offering embedded finance options or loyalty/crypto products to their customers. There are many challenges with regulation, but this is exactly why we’re bringing everybody to the same table – so law can keep up with innovation, and vice versa. Technology adoption, as in digital-first and customer-vertically specialized, continues to develop. Neobanks, digital brokers are getting more and more prolific,” says David Pollack, Managing Partner at UNCHAIN.

From Fintech Disruption to Financial Integration

As geopolitical uncertainty, regulatory pressure, and economic fragmentation continue to test Europe’s resilience, UNCHAIN 2026 positions itself at the intersection of these forces, fostering dialogue around regional integration, trust, and execution. The event aligns with the emerging EU Inc. vision and aims to strengthen Europe’s internal economic cohesion, making it a vital platform for stakeholders committed to regional resilience and innovation.

In its fifth year, UNCHAIN reflects the maturity of the ecosystem it serves. Fintech is no longer a vertical; it is embedded across banking, payments, retail, mobility, and public infrastructure. The 2026 agenda will cover critical topics such as programmable capital markets, embedded financial models beyond checkout, hybrid digital–human banking experiences, and the role of AI as an internal efficiency engine rather than a blunt customer-facing tool.

These discussions build directly on patterns observed over time at UNCHAIN: banks seeking clarity over ownership versus partnership, merchants pushing back against outdated loyalty and cashback mechanics, and regulators grappling with frameworks designed for a world that no longer exists.

Industry Voices on Innovation and Regulation

Erik Barna, Co-Founder of FaraGrija.ro, highlights the growing exchange between banking and insurance: “Insurance is the smallest brother of banking. Instead of borrowing from insurance, banking can inspire innovation in insurtech. Directives like PSD2 boosted fintech startups; we need something similar for insurance.”

Similarly, regulators are navigating new challenges at the intersection of data, AI, and innovation. Ivana Jolic, Director at the Croatian National Bank, explains: “Credit risk AI needs vast data, but GDPR restricts usage. We must find a balance for keeping systems safe while fostering innovation.”

Michal Vodrážka of the Czech National Bank adds: “Instant payments should be the norm without over-reliance on law. We focus on improving existing infrastructure while monitoring developments like the digital euro.”

From the merchant perspective, Ciprian Pîrv, Country Managing Director at Payten, observes: “Merchants want seamless payment methods that are stable and error-free. Innovation drives adoption when it delivers direct benefits and competitive advantage.”

Scale, Continuity, and Regional Relevance

What started as a 350-delegate gathering has grown into one of the most influential financial platforms in the region. Across its previous editions, UNCHAIN has brought together well over 2,000 participants, creating a cumulative, cross-border community of decision-makers shaping the future of finance in CEE.

With approximately 75% of attendees from the financial sector, UNCHAIN has become a reference platform for meaningful, outcome-driven conversations that can shape how finance is understood in CEE.

“The fifth anniversary represents more than just a chronological milestone; it marks a fundamental shift in our regional impact.

We are moving beyond the ‘fintech’ label because the challenges of 2026 — liquidity, credit access, and risk management — require a unified ‘Finance’ front. By transitioning from the ‘Fintech Fortress’ to the Finance Fortress, we are inviting the entire spectrum of the financial industry to Oradea to ensure that CEE remains a cohesive, innovative, and resilient economic bloc within the European Union. EU Inc. will definitely be a big topic this year at UNCHAIN“, says David Pollack, Managing Partner at UNCHAIN. 

Reflecting on the momentum behind the 2026 edition, Eliad Saporta, Founder & CEO of Coriunder and long-time UNCHAIN contributor, notes: “What we are seeing across banking and payments is not a race for the next shiny feature, but a recalibration of roles. In 2026, the real competitive advantage will come from institutions that understand context, knowing when to automate, when to intervene, and how to stay visible in the moments that matter most to customers. This is exactly the type of conversation UNCHAIN.”

Mr. Saporta’s contribution at UNCHAIN 2026 will further explore how infrastructure choices, AI governance, and embedded finance models are reshaping short- and medium-term strategies across Europe’s financial institutions.

A Platform for Connection and Execution

Hosted within the historic Oradea Fortress, UNCHAIN 2026 continues to combine strategic content with a highly curated networking environment, offering brands and institutions full exposure to the CEE market in a single setting. The event brings together private-sector leaders alongside central banks, regulators, and global networks such as Visa, reinforcing its role as a bridge between policy, innovation, and real-world execution.

As Central and Eastern Europe moves from catching up to actively shaping Europe’s financial future, UNCHAIN Festival stands as the place where that future is debated, challenged, and built.

Tickets and Registration

Hundreds of finance leaders keep coming back to Unchain each year. This year, they have the chance to access Super Early Bird tickets for UNCHAIN Festival 2026 now available for a limited period of time, offering a 50% discount until January 31st  https://unchainfestival.com/tickets/. After this period, prices will increase.

Banks are changing, but not all at the same pace — and not always in the same direction. Some are rebuilding core systems from scratch, while others are layering new tools onto decades-old infrastructure. Meanwhile, fintechs are no longer just challengers: they’re partners, competitors, and sometimes even acquisition targets.

At the heart of it all is the customer. People expect speed, transparency, and flexibility — whether it comes from a bank, a fintech, or a collaboration between the two. Delivering that experience, however, often means navigating messy trade-offs behind the scenes.

This is what the latest UNCHAIN White Paper – “Between Legacy and Leap: Rethinking Infrastructure, AI, and Partnerships in Banking & Payments” explores. Based on insights from the Banking & Payments roundtable at the 4th UNCHAIN Fintech Festival powered by Payten, it gives a front-row view of how financial institutions are adapting to change.

‘Merchants want to integrate as many payment methods in their acceptance system so it’s a seamless experience for the customer and then they want everything to be error-free, stable and these are the three things we most often hear. They are changing a little bit their perception, their attitude, we can say that there is a small disruption and this is coming from the desire to challenge the existing status quo, merchants are looking more in how they can improve their system, how they can make sure that they have the latest innovations on board, how they can outcompete their direct competitors. So, all in all, I think innovation will drive adoption but as long as it comes with direct benefits for the merchants.’

Ciprian Pîrv
Country Managing Director 
Payten

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At UNCHAIN, the fortress is just the setting. The real story is the people. Finance Legends brings forward the voices shaping finance. The ones building, adapting, and rethinking the systems that keep money moving. This time, we sat down with Raul Alexandru Risnita from Banca Transilvania to talk about the efforts of bringing digital banking closer to Romanian businesses.

Raul has spent much of his career at the intersection of business and technology. As Director Companies Digitalization Department at Banca Transilvania, he works on the products and processes that keep businesses connected to the bank’s services, from everyday transactions to full digital ecosystems. His approach is pragmatic rather than theoretical, built on understanding how technology can solve real operational challenges for companies that are still learning what “digital” means in practice.

Corporate digitalization has become a strategic priority for many banks. In your view, which area of the digitalization process makes the biggest difference for corporate clients?

Digitalization has become a mainstream priority in most domains and has become more interconnected between segments than ever. For full digital experiences or automation, some domains become dependent on others. Corporate customers focus mostly on creating efficiency in internal processes and automating redundant employee work, very similar to what we, as a large bank, are trying to do.

And from the bank’s side, what does that mean in practice?

We need to be able to offer them transactional frameworks, accessibility, and connectivity to their transactions, accounts, and banking activity. Extending this to customizing statements, recurrent or bulk payments, auto-reconciliation, and adapting to their more personalized needs, like direct integrations with ERP systems, payroll systems, and so on. In other words, we need to facilitate accessibility in whatever touchpoint a customer needs.

Looking at it, we get the sense that the story of corporate digitalization isn’t really about the technology itself. It mostly centers around habits. About how companies, often run by people who built them long before “digital” became a department, start rethinking the way they work. 

That same idea is what shaped BT Go, the platform that slowly grew from a practical tool into something closer to a companion for entrepreneurs who just want banking to get out of the way.

BT Go is well-regarded among SMEs. What do you think has been the key to building an app that business users choose to adopt?

I think we have built BT Go with the thought of it becoming more than a banking application. We mainly focused along the way on understanding how we can solve the day-to-day problems and struggles that entrepreneurs face. Most of the time, it has been a close collaboration between real customers and product owners, trying to discover together what the best experience would look like and how we can adapt and offer more seamless services. 

There is still a long way ahead for BT Go and its plans, but I am most confident about its success because we totally changed the product development mindset and perspective on how it needs to be developed, starting from real needs being solved with the latest technology.

With BT Go, the front door felt settled. The next question sat behind it: how do you handle the knocks that come at all hours? Where do you put help when people don’t want to open another app? That’s where a “little” WhatsApp experiment came in, one that even carried his name.

You’ve launched tools like the “Raul” chatbot on WhatsApp. What role do you believe automation plays in transforming client service at scale?

I think it solves exactly what the question expresses — “scale.” Depending on processes, the only way you can reach high numbers and volumes is by automating whatever can be automated, restructuring unnecessary steps, and creating simple and intuitive workflows.

How far can that automation go before it starts to replace the human element?

We have managed to reach more than 60,000 customers with a chatbot embedded in WhatsApp that has been built around simple automated processes. I believe most companies should focus on using automated or AI capabilities to figure out potential scalability paths that open up through this type of technology. Close and offline customer relationships still remain a very important aspect of the experience, but when it comes to servicing high numbers and volumes of simple requests, we should let technology do its thing.

Automation helped BT serve more people, faster. Inside the bank, that created a different kind of work: aligning teams, untangling approvals, redrawing processes. We asked Raul what has to shift on the inside for the strategy to stick.

Digitalization isn’t just about technology, and it also requires internal transformation. What organizational change do you think is essential for making these strategies work?

A very good question. I think technology is the last thing that comes in the digital transformation process. Basically, it’s the enabler, not the starting point. I think that a combination of a forward-looking mindset together with business knowledge, customer insights, and process design is the most important thing when thinking about transforming businesses and organizations. Once your strategy is clear, your processes are designed based on real needs and customer understanding, tand he technology will come to enable these changes.

And culturally, what needs to change inside the organization for that to work?

I am a great fan of creating a safe environment where people can create, think outside the box, push the boundaries, and just try. No matter if they fail, if the trying never stops, in the end you will find a good solution or develop a good product. So, to conclude, it’s mostly about the right people with the right skill set who can work within a safe and innovative culture. It’s itself a great process of aligning all this together.

After culture comes direction. Once the teams, processes, and guardrails are in a decent place, the open task is simple enough on paper: decide where to put the energy to evolve.

Looking ahead, where should Banca Transilvania focus next when it comes to supporting businesses through digital innovation?

I’m really not a great future predictor and I think the way things are looking nobody can truly say what will happen in the next couple of years. Nevertheless I think that there are some areas where we should be more present or focus more, like embedded finance for example. People and businesses are more and more on the go. We are seeing more and more superapps being developed which leads to the fact that we need rapid access to multiple services in the same place, quickly and with lower effort.

This creates a future based on API capabilities and services, not a fight for the most beautiful interface. The touchpoint will be wherever the customer feels most comfortable and attracted to enter. Who knows, maybe we will no longer have any applications in 10 years from now but just one… a super AI search engine and assistant that provides personalized content without us even making a slight effort.

All of this lands only when people keep comparing notes in real life. Direction is set inside the bank. Calibration often happens out in the open: on stages, in hallways, around a table after a panel. From there, the role of industry meetups becomes hard to ignore.

UNCHAIN has become a key meeting point for fintech and banking professionals across the region. From your perspective, what role do events like this (and particularly UNCHAIN) play in shaping collaboration and innovation in the industry?

Unchain Festival is a venue for innovation that has managed to improve year after year. Something rare in the Romanian landscape of fintech and technology events, and it’s something that needs to be sustained continuously. We need to focus more on bringing great people and minds together, facilitating and investing in their ideas and discussions so the entire ecosystem benefits from it. 

It’s exactly what these kinds of events bring together: great minds and people with no limits in opening a great dialogue for collaboration between them. It’s also a great place for people to be seen, for ideas to rise and, why not, for people to start co-creating together.

Overall, Raul talks about digital change in a way that stays close to the work. Start with real problems and map the process. Let the technology come in when there’s something clear to enable. For companies, the value shows up in operations: access, connectivity, integrations, and service that holds up when demand surges.

Looking ahead, his instinct stays modest. Companies should build what helps, meet people where they already are, and don’t make the tool the story. It’s a practical view for a market that moves on habit as much as on hype. If the coming years reward builders who keep usefulness at the centre, Raul’s work is already pointing in that direction.

FINANCE LEGENDS

At UNCHAIN, the fortress is just the setting. The real story is the people. Finance Legends is a series that shines a light on the individuals whose choices and ideas leave a mark on the region’s financial landscape. Each edition looks at a leader whose work is influencing how banks, fintechs, and regulators think about progress and act on it. In this edition, the focus is on Serban Negrescu, the Garanti BBVA executive whose work in digital transformation raises some of the most pressing questions facing banks today.

Serban Negrescu has built his career on the idea that banking should always follow progress. At Garanti BBVA, he leads the push on digital transformation and product development, a role that puts him in the middle of one of the biggest questions in finance today: how do you keep the bank relevant when customers expect everything to happen instantly, on their phones, and without issues? In today’s market that challenge is amplified: customers are quick to embrace digital tools, yet institutions often struggle to keep pace. Serban sits at that fault line, pushing Garanti BBVA to move with the agility of a fintech while carrying the responsibility of a bank.

What does real digital transformation in banking require today, beyond the hype?

Real digital transformation in banking goes far beyond adopting flashy front-end apps or simply digitizing existing processes. It demands a deep, strategic shift across the entire organization, one that rewires both the technology stack and the operating model

At Garanti BBVA Romania, we are replacing our core systems with scalable, cloud-ready platforms that allow for faster integration, real-time data processing, and continuous delivery of new digital services. Old legacy systems are too rigid and slow to support the agility of today’s market demands.

So it starts with technology, but where does the customer come in?

Technology is only the foundation. Real transformation also means redefining how value is delivered to the customer. That starts with putting customer journeys at the center, not just digitizing offline processes but completely rethinking them to be intuitive, accessible, and efficient. In my experience, aligning business, IT, and data teams around this goal is key.a teams are all aligned around the same goal.

And what about culture inside the bank? Many institutions still struggle with risk-aversion.

A successful transformation also requires a culture of agility and experimentation. Traditional banks often struggle with siloed structures and risk-averse mindsets. To drive change, we need empowered, cross-functional teams, rapid feedback loops, and leadership that supports bold decisions. At Garanti BBVA, we’re fostering this by adopting agile methodologies and collaborative governance across departments.

You also mentioned data. How central is it to this transformation?

It’s critical. True digital transformation means becoming a data-driven organization, where insights guide decision-making, personalization, and operational efficiency. This goes beyond dashboards; it’s about embedding intelligence into every customer interaction and internal process.

All of these moving parts (technology, culture, data, and compliance) point to the same conclusion: digital transformation is a complete rethinking of how a bank operates. It takes leadership willing to make structural changes, teams willing to experiment, and above all, a constant focus on the customer. 

How would you describe Romania’s progress in digital banking compared to other countries in Central and Eastern Europe?

It is a solid fact that Romania has made significant strides in digital banking, particularly in the past five to seven years, but its progress is a mixed picture when compared to other countries in Central and Eastern Europe (CEE).

On the positive side, Romania has seen strong innovation in mobile banking and fintech adoption. The local market responded rapidly to global trends like NFC payments, instant onboarding and lending, and mobile wallets. The appetite for digital experiences is there, and Romanian consumers are digitally savvy and willing to adopt new solutions quickly when the value is clear.

What role have banks played in that shift?

Banks (both local and subsidiaries of international groups) have invested heavily in core modernization and digital channels. Initiatives such as replacing legacy infrastructure, launching fully digital lending products, and integrating RPA or AI-based services are no longer exceptions, they are part of the new norm.

Still, progress has been uneven. Serban points out that while there are success stories, the pace and consistency of implementation lag behind markets like Poland or the Czech Republic. Many banks are still early in their digital journeys or working with fragmented strategies, which makes scaling harder.

Another weak spot is public digital infrastructure. In countries such as Estonia (and increasingly in Hungary), tools like digital IDs, electronic signatures, and open data have created the foundation for seamless financial services. In Romania, those pieces exist but remain underdeveloped or underused.

What about inclusion? Has digital closed the gap, or widened it?

That’s still a challenge. Financial inclusion and digital literacy continue to present barriers in rural or underserved communities. There’s a need for broader efforts across the ecosystem (banks, regulators, fintechs, and government) to ensure digital doesn’t widen the accessibility gap

Even so, Serban believes the fundamentals are strong: talent, appetite for innovation, and consumer readiness. What Romania needs now, he argues, is scale, speed, and closer cooperation between public and private players. Only then will the country be able to match (maybe even surpass) its peers in the region.

At Garanti BBVA, you have overseen fully digital onboarding and AI-powered personalization. What were the main lessons from implementing those capabilities?

One of the key lessons we learned is that digital onboarding and AI personalization are not technology projects. They are transformation enablers that require deep alignment across the business, IT, risk, legal, and customer experience functions.

What did you discover when it came to digital onboarding specifically?

The first major lesson was the importance of customer-centric design. It’s not enough to digitize forms or replicate the branch process online. We had to rethink the onboarding journey entirely, simplifying steps, eliminating friction, and ensuring compliance and security without compromising user experience. Getting KYC, digital signature, and identity verification to work seamlessly required intense collaboration between compliance and tech teams, and sometimes even regulatory dialogue.

That collaboration, he adds, was not just a technical exercise but a cultural shift inside the bank. Compliance and technology don’t always sit at the same table, and digital onboarding forced those conversations to happen in real time.

Did everything work smoothly from the start?

We realized the importance of agility and testing in live environments. What worked in pilot did not always scale as expected. We had to continuously monitor drop-off rates, customer feedback, and operational data to iterate quickly and optimize the funnel. Real transformation came from being willing to adapt and improve fast, even after launch.

And when it comes to AI personalization?

Personalization must serve a clear value to the customer, not just push offers. When used right, AI helps us anticipate needs, simplify navigation, and make financial decisions easier. But relevance is key. Irrelevant recommendations erode trust fast, so the AI has to be smart, explainable, and continuously trained.

The broader lesson was about ownership. Digital onboarding and personalization touched nearly every part of the bank. Success depended on breaking silos and aligning everyone around the same goal: creating a simple, intuitive, and meaningful customer experience. These initiatives, he says, are now treated less as standalone projects and more as pillars of a scalable digital bank.

Looking ahead, where do you think banks still fall short when it comes to delivering truly personalized customer experiences?

While many banks have made progress in collecting data and segmenting customers, most still fall short in translating those insights into real-time, context-aware, and emotionally intelligent experiences. Personalization today is often superficial, driven by marketing rules or product triggers, not by a true understanding of customer intent or life context.

What’s the core problem behind that?

One of the key shortcomings is that banks think in products, not in customer needs. Most personalization efforts still focus on pushing offers (a credit card when spending is up, a loan when income drops), but that’s not truly personal. Real personalization starts with anticipating behavior and offering relevant guidance, sometimes even before the customer realizes the need. That requires a shift from transactional thinking to relationship thinking.

Serban points out that this shift requires more than clever targeting. It means building an understanding of customers that cuts across silos, something most banks still struggle with.

Is data integration the missing piece?

Yes. Many banks still operate in silos, with fragmented views of the customer across channels and products. Without a unified customer profile (enriched with behavioral, transactional, and even contextual data), it’s impossible to deliver consistent and meaningful personalization. The data exists, but it’s often underutilized or locked in legacy systems.

Beyond data, what else gets overlooked?

Banks also underestimate the importance of timing and delivery. Personalization is not just what you say, it’s when and how you say it. A push notification during salary week can be relevant; the same message during a financial hardship moment can be tone-deaf. Understanding context and emotional state is critical, and AI can help, but only if designed and trained thoughtfully.

He adds that timing without trust doesn’t get far. Customers today are more aware of how their data is used, and if personalization feels intrusive or manipulative, it can backfire quickly. Transparency, control, and a focus on genuine financial well-being matter just as much as the sophistication of the algorithm.

So what will separate the leaders from the laggards in the years ahead?

I would say agility. By the time a personalized campaign is built, approved, and deployed, the moment of relevance has often passed. Embedding real-time intelligence into customer interactions (from app navigation to contact center conversations) is where the future lies. And that requires not just technology, but a cultural shift toward experimentation and continuous learning.

That shift, he argues, will define tomorrow’s leading banks.

How did you enjoy your time at UNCHAIN this year?

UNCHAIN this year was truly inspiring, both in content and in energy. It brought together exactly the kind of community we need more of in the region: bold thinkers, digital doers, and people genuinely passionate about reshaping financial services. What I appreciated most was the honesty of the conversations. It was less about buzzwords. It had actual substance. Whether it was about embedded finance, open banking, or AI in customer journeys, the discussions reflected a maturity that shows how far the ecosystem has come.

Part of the value was also personal. Stepping outside the day-to-day pressure of execution gave him space to reconnect with peers from fintechs, banks, and regulators across CEE. The mix of perspectives (and even the constructive disagreements) offered both validation for what Garanti BBVA is already doing and sparks for what could be improved.

Another standout for me was the diversity of voices, not just geographically, but also across disciplines. You had product leaders next to founders, data scientists next to policymakers. That kind of mix creates the right tension, and some of the most insightful conversations happened outside the formal panels, over coffee or during side chats.

Too many conferences stay in the clouds; Unchain managed to balance inspiration with practical use cases and lessons learned, including some failures, which are just as important to hear. All in all, it was time very well spent.

That sense of shared purpose also mirrors his own approach at Garanti BBVA. He has never spoken about technology as an end in itself, but as a means to build relevance and trust. Whether it’s digital onboarding, AI-driven personalization, or the broader cultural shifts inside banks, his message is that transformation only matters if it makes people’s lives simpler and more meaningful.

In a region still defining its digital future, transformation is not a showcase of technology but a test of relevance: whether banks can remain trusted, useful, and human while rethinking their foundations. Serban’s work at Garanti BBVA shows that the future of finance in Romania (and in the wider region) will belong to those who can turn ambition into execution without losing sight of the people they serve.

At UNCHAIN, the fortress is just the setting. The real story is the people. Finance Legends is a series that highlights the people shaping finance in Central and Eastern Europe. Each edition focuses on a leader whose work influences how banks, fintechs, and regulators think and act. This time, that spotlight is on Rik Coeckelbergs, a voice that has become familiar across Europe for bringing bankers and innovators together and keeping questions of trust and values at the centre of the conversation.

Rik Coeckelbergs has spent the past decade turning conversations about banking into a career. Known across Europe as a moderator, writer, and community builder, he usually asks the questions that others tend to avoid. With his latest book, A New Ethos in Banking, he’s pushed the debate even further, challenging banks to look beyond quarterly results and reconnect with the values that once defined them. In a time when the industry is still trying to balance digital speed with human trust, Rik has become one of the voices reminding us that finance is, at its core, about people.

You’ve spent years observing and moderating conversations across Europe’s banking scene. What’s the biggest shift you’ve noticed in how banks approach their role in society?

It’s fascinating how banks have approached their role in society, because it often mirrors how society views them. After the global financial crisis and the digital shake-up that followed, banks were on the defensive. They were seen as greedy, slow, and out of touch — bailed out by the public but not giving much back. Whether or not that was fair, it shaped how people looked at them, and banks had to carry that perception.

Between those years of playing defence, there was another challenge. As Rik points out, banks had to accept their position as “semi-public institutions.” That meant more than balancing the books. It meant financing the economy to keep jobs alive, investing in the green transition, and pouring money into digital projects. That had to happen while making sure those who struggled with new technology weren’t left behind.

Do you feel like that perception is finally changing?

What I now observe is that banks are gradually recovering from this negative perception, after twenty years, and are adopting a more proactive societal role. Banks are resisting non-productive regulations, recognising the digital divide, and launching initiatives to keep every consumer engaged.

And what about sustainability? That’s become a defining part of banks’ responsibilities.

We can’t ignore it. Sustainability has evolved alongside geopolitics, with investments in the defence industry serving as a striking example. This used to be a clear “no” for many institutions when defining ESG safe investments; today, the landscape has changed significantly.

After years of moderating conversations, Rik decided to capture some of those ideas in writing. What began as a series of events around “ethos in banking” grew into a book that pushes the debate further, asking banks to reconnect with values that go beyond short-term performance.

Your latest book, A New Ethos in Banking: Embracing Values and Ethics for a Meaningful Transformation, explores values in the financial sector. What inspired you to write it now, and what response has surprised you the most so far?

Back in 2023, we organised three events centred on “Ethos in Banking,” where numerous CEOs and other executives shared their interpretations of ethos and their visions of its significance for the industry. It was fresh and presented banking within a context I had not encountered before. That is why I wanted to continue that dialogue through a series of interviews, which eventually culminated in the book now available worldwide.

From my observations, the banking industry has somewhat lost its original character by merely copying successful strategies from others. The book is not primarily about ethics but about translating a bank’s ethical principles into its daily operations and transformation efforts, whether that involves digital innovation, sustainable practices, or other forms of change.

Beyond the events that inspired it, Rik describes the book as a call to action, a push for banks to bring their identity and values back into the heart of transformation. That message has resonated. Readers have praised the work for putting trust and social contracts at the centre of banking’s future, and for highlighting the intersection of ethics, innovation, and purpose-driven leadership.

When you talk about an ‘ethos’ in banking, what does that mean in practice for a traditional bank trying to modernise?

Embracing an ethos in banking means going beyond digital transformation to embed a deep, values-driven culture across the institution. For a traditional bank, it’s about reconnecting with its foundational purpose: helping customers and communities thrive, not just processing transactions or selling products.

In practice, this starts by articulating a clear long-term mission, one that resonates internally and externally. Ethos demands a shift from quarterly performance to generational relevance, anchored in trust, empathy, and responsibility. 

And what role does technology play in this?

Critically, an ethos-driven transformation humanises technology. Digital banking often failed to connect with customers emotionally. Banks must now infuse empathy into design, ensuring services are inclusive and meaningful, particularly for vulnerable groups.

That requires leadership to set the tone, right?

Leadership plays a crucial role. Ethos isn’t about slogans but about behaviour, especially when no one is watching. As Cor Herkströter put it, “principles that change every year become worthless for employees.” Consistency in values through leadership transitions is essential. 

Ethos also changes how banks think about compliance. It’s not enough to tick boxes. The shift is from doing only what is legally allowed to doing what is right. Rik stresses that “For traditional banks, modernisation with ethos is not optional. It’s how they remain trusted, human, and meaningful in a digital world.”

Through The Banking Scene, you’ve built a strong community around banking innovation. What’s one lesson you’ve learned from curating all those dialogues?

All these people act with the best intentions within their own context. Often, changing a bank is less about the individuals and more about the environment they operate in, whether that is culture, leadership, work methods or the bank’s identity, in short: its ethos.

That also means the same question will spark very different answers, depending on the bank. For Rik, this diversity is what makes real change possible. The Banking Scene is a platform for people to share their stories to help others re-evaluate the status quo.

Have you noticed differences between smaller and larger banks?

Yes. Smaller banks are often modest in taking the stage, although they are often the heroes that successfully drive change with much fewer resources, and remain a relevant competitor for the big players. That is often underestimated in my opinion. They may innovate less, but be much more focused on developing the right services.

Looking ahead, Rik suggests the bigger challenge is not just about the size of institutions, but about their relevance. It’s a theme he’s already planning to put at the centre of The Banking Scene’s 2025 agenda, and it connects to questions of technology, risk, and even sustainability.

What do you see as the next big conversation the industry isn’t having yet, but should be?

Anything from digital transformation to societal and economic relevance in a world that seems to be embracing some aspects of the free banking era again, with the rise of stablecoins. I’m not just talking about payments, but also the impact of stablecoins on banks’ credit policies, etc.

The relevance of banks is also being challenged in fraud prevention. The rise of AI is completely reshaping how fraud is committed and how it should be countered. What should banks do here? The same applies to the responsible use of AI, not only within banks but also in interactions with the outside world. What happens when I start using an AI agent to manage my finances, and what is the role of a bank in that context? 

Sustainability is part of that same conversation. As Rik points out, climate change already leaves a mark on the balance sheets of banks and insurers. The question is how much further the sector should go in keeping responsibility high on the agenda, and in pushing society to act on it.

Against that backdrop of relevance, risk, and responsibility, it’s no surprise that the events Rik values most are the ones that open space for honest dialogue, events like UNCHAIN.

You’ve been to countless fintech events. What stood out to you about UNCHAIN?

What made UNCHAIN different was that it really felt like a festival, not just another conference. Beyond the panels, there were informal moments – pre-drinks, the evening concert, even a city tour — that created space for genuine dialogue. The setting, a fortress in Romania at the crossroads of Eastern Europe, gave it a distinctive energy, and the organisation was seamless. It brought together regulators, banks, and innovators in a way that felt open and collaborative.

That mix of structured debate and informal exchange is exactly what Rik has tried to foster throughout his own work. He never approached banking as just numbers and regulations. Through his activities (from moderating debates to writing about values and ethos), he’s shown that finance is inseparable from the society it serves. The Banking Scene has become his way of keeping that dialogue alive, drawing together voices from across Europe to ask what relevance, trust, and responsibility really mean in 2025.

At a time when the industry is reshaped by AI, sustainability pressures, and shifting geopolitics, Rik’s message is a reminder that banks are more than institutions. They are part of the social fabric, and their future depends on whether they can stay human while adapting to change.

And banks? Well, most of them are trying to keep up. I guess that’s how my dad felt when I tried to get him into the Meta Quest VR set I got last week. 

But hey, not all dads are technophobes – just like not all banks are lagging behind. One great example is Banca Transilvania, a leader in the Romanian banking scene. 

What started as a mission to help local businesses has turned into a story of growth powered by technology – that same technology that other banks are struggling to adopt. 

From Local Bank to Market Leader

Banca Transilvania has come a long way since its founding in 1993. What started as a small local bank has grown into Romania’s largest bank by assets, thanks to smart acquisitions and a focus on technology. 

2023 was a big year, with the bank rolling out more features on its BT Pay app. They brought AI into customer service and even introduced instant Euro payments. The numbers speak for themselves—net income hit RON 2,984.5 million, and assets soared to RON 169.2 billion.

Naturally, innovation didn’t stop there. The bank also launched new products like the BT Kiddo card and acquired OTP Bank Romania to solidify its market position. With over 3.7 million customers using its digital services, they are clearly interested in keeping their market position.

Innovating at Every Turn

Locally, everybody knows Banca Transilvania is pretty much Romania’s biggest name in banking, but it’s not just about the size. It’s about growth that’s consistent and smart. 

In just the first quarter of 2024, they added nearly 50,000 new clients, pushing their customer base to over 4.3 million. A lot of that comes down to digital, with 35% of new retail clients opening accounts online through BT Pay.

During a recent chat at UNCHAIN, Aurel Bernat, the Executive Director of Investor Relations, shared how fintechs have nudged banks into being more agile.

 A few years back, banks were struggling to keep up with technology. Now, banks like Banca Transilvania are acting much more like fintechs, adopting new technologies faster.

Aurel Bernat

This shift isn’t just about keeping up with trends. It’s about fundamentally changing how the bank operates. Customers today expect a mix of the traditional and digital.

 We must be there within the community with our local branches, and at the same time, be state of the art from a digital point of view.

Aurel Bernat

This strategy is paying off. With 92% of their customers using digital apps and 200,000 new users joining BT Pay in just three months, Banca Transilvania is clearly hitting the right notes. 

Aurel is pretty optimistic about the future, especially when it comes to investment services. He believes that as Romanians become more financially savvy, there will be a growing focus on investments through funds and intermediaries. 

There is a trend, a vibe related to investments. The well-being of Romanians will lead to more attention towards investments.

Aurel Bernat

Driving Digitalization Forward

At this year’s UNCHAIN, SME Banking also had the chance to sit down with Raul Risnita, the Head of Digitization at Banca Transilvania. He went right into the rapid changes happening in the SME market, driven by technological and geopolitical shifts. 

Things are changing rapidly and we’re mostly focused on digitalizing processes because we emphasize offering better experiences to our customers.

Raul Risnita

With that in mind, Raul talked about ETGO, an app they launched about a year ago for SME customers. It’s a mix of a banking platform and an e-invoice tool, and it’s taken off way faster than anyone expected.

We weren’t expecting this rate of adoption in this short period of time.

Raul Risnita

Having said that, Raul was clearly proud that nearly 100,000 customers had jumped on board in just 11 months.

He also talked about the Raul chatbot—yep, named after him. It’s a cool tool that interacts with customers via WhatsApp, handling over a million messages each year.

It’s a more handsome digital version of me.

Raul Risnita

Raul joked, but there’s some serious innovation behind it. They’re now looking into generative AI tech to make it even smarter. 

We are going to try use cases, of course. But I think it’s going to probably again be something very innovative.

Raul Risnita

With such a strong focus on digitalization, Banca Transilvania isn’t just holding onto its top spot—it’s setting the pace in an ecosystem that’s getting more competitive by the day. Their strategy and focus on customer-centric services have them perfectly positioned to keep growing in the market.

With a laser focus on customer service and a reputation for thinking ahead, Raiffeisen Bank has made banking feel less like a chore and more like, well, something that actually works for you. And that spirit of never letting customers down is still true to this day.

Looking Back

Raiffeisen Bank’s story isn’t just a chapter in some dusty history book. It’s actually a tale about innovation that’s been going strong since the 19th century. 

It all started with Friedrich Wilhelm Raiffeisen in Germany, who had this crazy idea: to bring credit and financial services to rural communities and small businesses. Fast forward to today, and that spirit of innovation hasn’t slowed down one bit.

In the early 2000s, while some of us were still figuring out how to set up our email, Raiffeisen was already in the world of online banking. They made it easy for customers to manage their money from the comfort of their own homes—no more standing in long lines at the branch. 

By the time mobile phones were basically an extra limb for most people in the mid-2010s, Raiffeisen was right there with them, rolling out mobile banking that let customers handle their finances on the go.

Fast Forward to Now

In recent years, Raiffeisen has continued to maintain its position. They went into cryptocurrency by partnering with Bitpanda, and they’ve embraced AI and machine learning, all with the promise of keeping up with the demands of the market. 

In 2023, Raiffeisen navigated a tough economic climate with resilience. Sure, their active customer base took a tiny dip—down by 1% to 2.3 million clients—but with 284 branches, over 27,800 EPOS, and more than 1,100 ATMs (including 544 multifunction machines), they’re still holding strong.

Financially, they managed to keep things stable thanks to lower provision costs. Customers kept up with their payments, and government programs helped keep risks in check.

What’s clear is that Raiffeisen’s journey from a cooperative bank to a banking leader isn’t just about survival – something that is clear in how they approach each ecosystem they enter. 

Digital Transformation In CEE

In Central Eastern Europe, Raiffeisen Bank is clearly focused on innovation, and a big part of that is moving its operations to the cloud. Bogdan Popa, the COO of Raiffeisen Bank’s Romanian branch, shared that the bank is aiming to shift 80% of its infrastructure to the cloud by 2025.

 We have a very clearly defined plan to move to cloud and we have in Romania an ambition to get 80 percent of our infrastructure to cloud by 2025.

Bogdan Popa

But this move isn’t without its problems. Bogdan pointed out that the bank needs to carefully manage important factors. While the cloud is a key focus, some parts of their operations might stay on-premises to make sure everything remains stable and compliant.

 We do not target to move everything to cloud. We have to balance things like resilience, security, regulatory data protection, and so on.

Bogdan Popa

Bogdan also stressed the importance of teamwork. Even though Raiffeisen has doubled its IT team to over 600 engineers, the bank still relies on partnerships with external companies, especially in areas like identity verification and electronic signatures. 

No matter how many people you employ, you cannot do everything in-house. We work with a lot of partners because we cannot do everything in-house.

Bogdan Popa

This approach not only speeds up Raiffeisen’s digital transformation but also lets the bank focus on what it does best while benefiting from the expertise of others. As Raiffeisen Bank continues to grow, its focus on cloud technology and strategic partnerships will be key to its future success in the region. 

Moving from one EU country to another should feel like a seamless experience—especially in the age of free movement. And while it’s easy to move yourself or your Amazon orders across borders, your credit score? Not so much.

When she made the jump to Germany, her credit history didn’t follow. Suddenly, it didn’t matter that she had been a responsible adult with bills and credit cards back home. 

Now, here I am thinking that—back then—despite all the progress the EU had made, cross-border lending was still stuck in the dark ages.

Today, things are different, thanks to big names in fintech that are actually making a difference. At this year’s edition of the UNCHAIN Festival, The Connector got to talk to Keiu Kalaus, the Chief Product Officer at Mifundo.

Mifundo has been addressing one of the biggest pain points for people moving across Europe: making sure your financial credibility doesn’t disappear just because you cross a border.

Thanks to them, European banks can see the whole picture, whether their customers are in Poland, Spain, or elsewhere in the EU. This isn’t just about convenience for people like my friend—it’s about real market expansion for banks and the financial sector at large.

The Challenges of Cross-Border Lending in the EU

Cross-border lending is not working in the European Union, where we are supposed to have free movement of people, goods, and services.

This is what Keiu Kalaus bluntly states during her interview at UNCHAIN. And she’s right. While moving from one country to another might be easy, your credit score doesn’t follow as smoothly.

Take Keiu’s own experience as an example. After living in Spain for 16 years, she returned to Estonia, excited to buy a house and settle back in her home country. The problem? When she went to the bank, her mortgage application was denied because the bank didn’t have access to her Spanish credit data. 

My data was in Spain, and they didn’t have access to it.

It’s this very issue that Mifundo is solving.

But this isn’t just a customer problem—it’s also a challenge for banks. 

The root cause is not the lack of data but how fragmented and poorly managed it is. With over 50 credit bureaus across 27 EU member states, no one’s sharing the data across borders.

This creates massive friction for banks trying to serve expats or multi-country citizens.

Mifundo’s Solution: Making Data Move with You

Keiu and her team at Mifundo are working to bring a simple but powerful solution to this: a unified, EU-wide credit score. 

We create a common data pool, standardize the data, and calculate one EU credit score banks can trust.

Essentially, Mifundo is building the infrastructure that allows credit data to move with you, no matter where you are in Europe. This isn’t just a theoretical fix. The company has already onboarded 27 credit bureaus from across Europe, and they’re working with multiple banks. 

We’ve signed contracts with four banks, and already have 10,000 early adopters pre-registered. The proof of concept is there.

The goal is to not only help banks reduce credit risk for foreign customers but also to grow their business volumes by up to 15%.

Using AI to Solve Fragmented Data

One of the key elements driving Mifundo’s platform is artificial intelligence. 

AI helps us take all the scattered data, analyze it, and make sense of it. 

It’s not just about crunching numbers—it’s about creating a credit score that banks across Europe can actually use. 

Today, in Estonia, credit scores are percentages; in Poland, it’s a number; in Finland, it’s a letter grade. We standardize all of this into one consistent metric that works across the board.

Mifundo is also using AI to create a predictive match-making process between customers and banks. 

Once we have a bank’s risk appetite and customer profile, the machine learning algorithm will predict which bank will offer the best deal for each customer.

It’s a win-win for both sides—banks find their ideal clients, and customers get the best loan offers.

A Roadmap for Borderless Credit

When looking ahead, the vision is clear. 

First, we’re focused on building the pipelines with enough credit bureaus to offer real value to banks. Once we have that, we’ll scale up bank onboarding and start rolling out the service to customers.

The team is ambitious. By the end of the year, they aim to have complete coverage across Europe, with banks and credit bureaus working together. The future Mifundo envisions is a world where your credit history follows you no matter where you go. As Keiu puts it: 

In the long run, fully cross-border lending will be a reality, where people can borrow from any EU bank, no matter where they live.

This is Keiu’s advice to banks: 

Check your customer data. You probably have more foreigners than you think—between 10 to 15%, maybe more. If you’re not capitalizing on that, you’re missing a big opportunity.

In a world where we can get a pizza delivered from another country faster than we can transfer our credit data, Mifundo is working hard to bring Europe’s financial services into the 21st century.

We already know the fintech space is full of companies with big ideas, but Mifundo’s approach to cross-border credit is doing more than just filling a gap—it’s reshaping how we think about lending in an interconnected Europe. 

So, the next time you find yourself switching countries, you can worry more about learning a few local phrases and less about convincing a new bank you’re not a risk.