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I have spent more than 40 years in financial services, and I have learned to be skeptical of people heralding the word “revolution.” Branchless banking was going to end the branch. The blockchain was going to disintermediate the whole system. Big Tech was going to extinguish the bank altogether.

However, consider the most meaningful waves of financial services innovation this generation. The information-based strategy we pioneered at turned data into the engine of a consumer bank, reimagining it from the inside.

Then the internet dissolved the branch as the unit of distribution, putting the bank on a screen. Then digitization moved that screen into the customer’s pocket, unlocking all banking services with a mere touch stroke. Then the cloud collapsed the cost of computing and let a handful of engineers do what once took a data center and an army. AI will be bigger than all of these waves.

The change is here

AI will become the operating system which global finance runs on, rewriting the value chain end to end until the industry that emerges looks nothing like the one it replaced.

You can already see it happening, one layer at a time. Wealth management is being rebuilt around tools like 1, which turns the messy reality of client conversations into structured, actionable intelligence.

Investment banking is being rewired by the likes of and , compressing analytical work that once consumed floors of junior bankers. Filing taxes is being reenvisioned by companies like . AI neobanks like and are automating more pieces of the consumer banking relationship. The call center is being reimagined by companies such as and , resolving the complex, regulated queries that first-generation chatbots could never touch.

The plumbing of the financial system itself is under siege. is building the clearing bank for the AI age, and and are becoming the back-office stack that businesses run on, folding cards, expenses, procurement and accounting into a single semi-autonomous system. Companies like and are rebuilding risk and compliance, identity verification, AML and KYC, for an AI world where the counterparty on a transaction may not be a person at all.

Further out sits the largest prize, an agentic commerce layer where software transacts on our behalf or quietly arbitrages idle deposits away from inert institutions. Layer by layer, the financial system will be systematically uprooted by AI, each piece first made faster and cheaper, then reinvented from the ground up.

Zero marginal costs

The first thing AI does is brutal and simple. It takes the marginal cost to underwrite a loan, clear a compliance review, serve a customer at 2 a.m., and drive it toward zero.

We have spent decades treating those functions as fixed operating costs. Capital One’s insurgency 30 years ago proved that a one-size-fits-all model breaks the moment marginal economics lets you price and serve customers individually. AI applies that logic to the whole stack ruthlessly and simultaneously, remaking business models and org charts all at once.

The second order effect is that AI unlocks products that could not exist before. At Capital One we sought to deliver the right product to the right customer at the right price at the right time, which was always something of an exaggeration, because all we really had was direct mail and statistical inference.

Now it can genuinely be done: products tailored to a customer’s specific needs, credit that moves with daily cash flows, insurance priced to the individual rather than the actuarial average. The frontier of the buildable has moved further in three years than in the prior 20 and founders catching this wave are turning that capability loose. AI is a kind of alchemy, turning lead into gold. We are watching it happen across our own portfolio, expanding the frontier of what’s possible for many companies.

Upstart fintechs have historically had the most to gain with rising technological waves. Fintech’s nimbleness, compressed decision timelines, and sheer force of will give them a commanding head start in adopting and implementing AI.

But incumbent financial institutions shouldn’t be discounted. They sit on the richest proprietary datasets in the economy, decades of transactions, balances, defaults and recoveries that no fintech can buy. If data is the fuel of the AI age, the big banks and insurance companies own the refineries.

And yet I have spent a career watching these institutions confuse consumer loyalty with inertia and watching the advantage that should have been decisive die quietly in committee. Earned-wage access, buy now, paylater, C2C remittances, digital brokerage: whole categories the incumbents never bothered to enter, and where fintechs now sit firmly in command.

That ceded ground has helped mint fintech centicorns like , , and 2. Owning customer data and being capable and willing to act on it are different things, and most of it sits trapped in legacy cores, inside organizations built to protect and defend the existing model, not break it.

Every link in the value chain

The hardest thing for an incumbent is summoning the will to pivot or self-cannibalize. Those treating this as an existential mandate, rebuilding their technology and their talent around AI, will stand alongside leading fintechs in remaking the future of finance over the coming decade. The rest will come to understand what has changed only as they watch their market share erode and the sector consolidate.

If there is one thing I have learned in 40 years, it is that technology rarely rewards whoever owns the asset; it rewards whoever is willing to rebuild around it. AI will rewire every link in the value chain, from the way consumers transact to the way money moves and businesses run, and what emerges on the other side of this technological tidal wave will only vaguely resemble the system we know today.

I have watched four waves reshape this industry, and no word I used for them feels strong enough for this one. The question that matters now is who will summon the conviction to dismantle what works today to build what wins tomorrow.

is the co-founder and managing partner of , a fintech venture capital platform focused on disruptive, high-growth financial services companies. QED has made numerous unicorn investments, including , , , , , and . Morris is also the chairman of and , serves on the boards of , and , and is a board observer for and . Prior to QED, he co-founded in 1994. Under his leadership as president and chief operating officer, Capital One pioneered an information-based strategy that transformed the consumer lending industry. He holds an MBA with distinction from London Business School, where he is also a Fellow.

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