Q1: As private banks invest in upgrading their KYC systems and scaling AI capabilities, how are you addressing the operational challenges of integrating these technologies while driving measurable KPIs in revenue growth and delivering hyper-personalised client experiences?

At BNP Paribas Wealth Management, upgrading KYC and scaling AI are strategic priorities to strengthen client experience and support sustainable revenue growth, but at the same time we remain disciplined about integration so it delivers measurable outcomes.

First, we operate with a compliance-by-design model. Regulatory requirements – data privacy (e.g., GDPR), emerging AI governance expectations, and local data residency rules – are embedded from the start, with Legal, Compliance, Risk, IT, and Data partnering closely. This allows us to enhance KYC while maintaining rigorous controls. In practice, AI-supported KYC capabilities can improve data quality and accelerate onboarding and remediation, supporting acquisition and reducing friction, without lowering standards.

Second, we address technology and security constraints by using secure, enterprise-grade platforms that work within strict environments (including restricted networks). Leveraging Group IT capabilities, we can deploy approved AI services at scale while protecting confidentiality and ensuring traceability and auditability. We focus on high-value use cases, such as source-of-wealth enrichment/validation and knowledge-assisted preparation for client interactions, where the link to client outcomes is clear.

Third, we invest in adoption and change management. We provide targeted training and practical tooling to reduce manual tasks (summaries, documentation, internal reporting), so teams spend more time on client engagement and advice.

We prioritise pilots, scale what works, and track KPIs such as onboarding cycle time, data quality, productivity uplift, client engagement, and revenue momentum.

Q2: With regulatory requirements continually evolving, private banks are reassessing their compliance systems and processes. From an operational perspective, what are the biggest challenges you face in meeting these requirements, and how is the bank tackling them to maintain both efficiency and client trust?

The biggest operational challenge is the pace, volume, and fragmentation of regulatory change across jurisdictions. For global institutions, new requirements can quickly translate into process changes, additional controls, and increased reporting, often across multi-layered systems and cross-border operating models. A second challenge is ensuring consistent execution and strong data quality end to end, while keeping the client journey smooth and preserving trust.

We tackle this in three complementary ways.

First, we strengthen governance and early engagement. Compliance, Risk, Operations, IT, and Front Office work together early to interpret requirements and design practical, client-aware implementation plans, reducing last-minute rework and operational disruption.

Second, we apply a simplification and standardisation mindset. We review workflows holistically to remove duplication, clarify ownership, and embed controls in the most efficient points of the process. Where appropriate, we also aim to adopt new regimes early, for example, proactively aligning with frameworks such as the Sophisticated Professional Investors (SPI) regime, to remain ahead of expectations while supporting clients effectively.

Third, we continue to invest in technology and automation. Tools such as enhanced monitoring and speech-recognition-enabled controls in sensitive processes (e.g., order taking) can strengthen evidence, transparency, and consistency. In parallel, our broader IT transformation reduces legacy complexity and improves responsiveness.

Finally, we reinforce training and change management, so new requirements translate into consistent execution across teams and locations.