Global

I’ve been thinking about HENRYs recently. Not the Henry who asked me to marry him - I was 8, he was 5 - although he does cross my mind occasionally. HENRYs, short for ‘High Earners Not Rich Yet’, was coined as a label by Shawn Tully in 2003.

If you listened to the headlines, you'd think the competitive race in financial services is about one thing: building the smartest AI. We think that's the wrong way to look at it.

Embedded banking without strategic intent is expensive theatre. Lots of APIs, lots of partnership announcements, lots of pilots, but not much revenue. And that’s the risk facing corporate banks right now.

AI assistants already help people compare products, check availability and plan purchases. Agentic commerce extends that role to placing the order: a customer sets a budget and a few conditions, then gives the software permission to complete the purchase.

For most people, the month falls into two phases - before and after payday - when balances jump, debts feel manageable, and financial intentions come back within reach. But in most banking apps, payday is treated as a passive event.

Financial institutions are moving quickly into agentic AI. Coding agents, workflow agents, document agents, service agents and operational agents are already entering the enterprise. Many will create useful gains, some of them genuinely impressive. But that is not the real test.

Barclays is acquiring the UK arm of GoHenry, a money app for 6 to 18-year olds. With a reported price tag of £180 million for around 500,000 active accounts, £360 per head is a chunky investment.

For the past decade, the banking industry has been focused on developing frictionless interfaces. Financial institutions have prioritised seamless transactions, instant gratification, and engaging gamified features in a bid to build the ultimate digital financial experience.

The need for better, tailored support through the customer experience is clear, but few are accounting for the fundamental shift that financial services has experienced with the introduction of AI.

Loyalty is defined as “a strong feeling of support or allegiance”. However, in the context of financial services, it is more accurately defined as engineered persistence: a series of subconscious cues that steer customers toward familiar choices.

For years, banks have relied on OTPs as a second factor for logins and sensitive actions. Sent via SMS, these short codes were designed to add security on top of a password. But they have become one of the weakest and most frustrating parts of the banking experience.

The people using business banking tools don’t necessarily have financial backgrounds. Many smaller businesses can't afford a dedicated finance team. Yet banks keep building products that assume expertise their customers don't have, leaving them to figure things out on their own.

As our financial lives become more complex, there is a growing expectation for banks to offer more support, be more relevant, and generate greater everyday value. One of the clearest places this shift is starting to show up is in subscription banking.