Digital infrastructure trends reshaping the finance industry

Financial markets are entering a phase where digital infrastructure is no longer theoretical, it’s fast evolved where pioneer solutions are reshaping and disrupting the industry.

The changes are no longer incremental or experimental, they are structural. Our experts share their perspectives of the most important digital infrastructure developments shaping the year ahead, and why they will define the next phase of growth in alternative investments.

Stephen McKenna, Chief Commercial Officer shared >> Beyond Bitcoin: How digital assets will reshape global markets in 2026.

My personal area to watch in 2026 is digital assets. Previously this might have been construed to refer to Bitcoin or investments into cryptocurrencies, however, the area has far wider implications and potential and I think the development, adoption and recognition of this will be a mega trend for 2026 and beyond. The alternative investment industry has long struggled with adding liquidity to illiquid assets. Tokenisation is changing this dynamic. In 2023, €100 million of commercial real estate in Paris was successfully tokenised using blockchain technology, significantly increasing accessibility and attracting stronger investor demand, the deal was hugely oversubscribed.  There are already providers in the market facilitating access to private funds through tokenised limited partnership interests. As adoption grows, digital assets will help to introduce a wider pool of capital, increased liquidity and collateral mobilisation. When you add to the mix the ability to reduce transaction costs, improve transparency and increase speed of execution then digital assets should be ignored at your peril.

Jonathan Geary, Head of Innovation explained > >From digitisation to intelligence

One of the most compelling shifts to watch is the move from simple digitisation to genuinely intelligence‑led, data‑driven operating models. Traditionally, organisations have invested in digital tools to speed up processes or replace paper workflows, but the industry is now entering a phase where technology does far more than improve efficiency. That phase is now giving way to something far more transformative: technology that enhances judgement, strengthens oversight, and reshapes how firms operate and compete.

This transformation is being driven by the convergence of modern data platforms, real‑time analytics, and AI systems capable of interpreting context rather than simply processing inputs. For too long, financial institutions have been constrained by siloed data, legacy systems, and slow reconciliation cycles. Intelligence‑led models rewrite that reality; they enable firms to anticipate issues before they materialise, identify anomalies with greater precision, and deliver proactive insights to decision‑makers at every level. This trend is already beginning to deliver meaningful impact: predictive analytics flag arising client needs before they materialise, AI‑enabled controls enhance risk visibility and regulatory compliance, and integrated data pipelines reduce operational friction across the client lifecycle. Add to this the benefits of improved transparency, faster execution, and heightened confidence, and the trajectory becomes clear – this is more than a just another step forward, it represents a structural redefinition of how financial organisations will compete, innovate, and create value in years to come.

Michael Newton, Chief Operating Officer explained how to move >> From Policy to operating model

AI governance should not sit in a theoretical policy document. It must be embedded into the operating model. The organisations set to lead and compete are those that treat AI as an enterprise capability, not a collection of disconnected tools. Integration is the foundation of effective AI, without it, even the best models fail to deliver meaningful value.

How to move AI from policy into a seamless operating model:

• AI use cases should be assessed through the same lens as new products or outsourcing arrangements.
• Controls should align with existing risk frameworks, rather than creating parallel structures.
• Staff must be trained not just on how to use AI tools, but on when not to.
• Boards and clients should receive transparent articulation of where AI is used, why, and under what safeguards.

Concluding thoughts following my successful completion of the Saïd Business School Oxford Artificial Intelligence Programme, “AI is no longer optional for Third-Party Fund Administrators that wish to remain competitive. Equally, it is not something to be adopted opportunistically or without rigour. The firms that succeed will be those that combine curiosity with caution, ambition with accountability, and technological capability with governance maturity.

For European TPAs in particular, AI represents a rare opportunity: to modernise operating models, enhance fiduciary oversight, and improve client outcomes—while reinforcing, rather than diluting, trust. The responsibility of leadership is to ensure we seize that opportunity deliberately.”