“AI Has Moved from Pilot to Priority”: Standard Chartered Bank’s CIO on What It Really Takes to Scale AI in Banking

In this candid conversation, Jaine M., Chief Information Officer at Standard Chartered Bank, shares what it takes for banks to move beyond AI experimentation—and into strategic deployment. From building internal capabilities to working with regulators, her insights reflect where the industry must go next.

Q: Jaine, everyone’s talking about AI transforming banking. But in your view, what really matters most right now?

Jaine M.: There’s definitely a lot of noise around AI, but the real impact comes down to a few key areas. First, banks need strong decision-making engines—AI that can help us predict risk, prevent fraud, and optimize operations. But it’s not just about back-end systems. AI is completely reshaping how we engage customers. Think intelligent chatbots, personalized recommendations, even automating things like loan approvals. And then there’s compliance—AI governance is absolutely critical. You need to make sure what you’re building aligns with regulatory frameworks and ethical standards.

Q: That makes sense. But adoption also seems to depend on the people side of the equation. Where do you see the biggest gaps?

Jaine M.: Oh, the skill gap is huge—and it’s not just technical. Yes, we need more data scientists and machine learning engineers, but leadership needs to catch up too. Many senior decision-makers don’t yet have the literacy around AI to drive strategic adoption. And then there’s the operational level. Your everyday staff—customer service reps, analysts, operations teams—they need training to work effectively alongside AI systems. It’s about building confidence and fluency across the board.

Q: So how are you working on closing that gap inside Standard Chartered?

Jaine M.: It’s a mix. We’ve been running internal upskilling programs to raise AI awareness and data literacy. At the same time, we’re collaborating with universities and fintechs to bring in fresh thinking and talent. We’ve also created AI centers of excellence—places where teams can experiment, test ideas, and learn what works before scaling it across the bank.

Q: Despite all this progress, many banks still struggle to scale AI beyond pilots. What’s getting in the way?

Jaine M.: Honestly? Legacy systems. You can’t do much with AI if your data is sitting in silos or is poorly structured. That’s a big one. Then there’s regulation. The pace of innovation is fast, but regulations are still evolving—and rightly so. It’s a balance between moving quickly and doing it responsibly. Costs are another factor—AI infrastructure, cloud services, talent—it’s not cheap. And finally, there’s human resistance. People worry about job displacement or just aren’t sure how AI fits into their role. Change management is as important as the tech itself.

Q: And where do you think banks should be focusing their AI efforts right now?

Jaine M.: There are a few high-impact areas. Fraud detection and risk management are big priorities—you need AI that can catch anomalies before they become losses. Regulatory compliance is another one—AI helps automate things like AML, KYC, and reporting. Customer experience, too. We’re seeing real value from AI-powered chatbots and digital advisors. And lending—AI is helping us approve loans faster and more fairly, especially in underserved segments.

Q: A lot of banks are trying to “go it alone” with AI. Do you think collaboration is underrated?

Jaine M.: Absolutely. No one should be building AI in a vacuum. Working with regulators early helps make sure what you’re doing is compliant and explainable. Industry collaboration—whether that’s with other banks, fintechs, or tech providers—means we can move faster and smarter. And explainability is a must. If you can’t explain your AI to a customer or regulator, you probably shouldn’t be using it.

Q: If you had to pick just a few things banks should focus on over the next year, what would they be?

Jaine M.: Build internal talent—across all levels. Not just technical teams, but leadership and frontline staff too. Modernize your data infrastructure—it’s the foundation for everything. Strengthen your AI governance so you’re not constantly playing catch-up with regulators. And finally, don’t chase shiny objects—focus on AI use cases that drive measurable outcomes. Fraud detection, compliance automation, customer engagement—those are the areas where you’ll see real returns.

Closing Thought: AI in banking is no longer about experimentation. As Jaine puts it, “AI has moved from pilot to priority.” The challenge now isn’t just building smarter systems—it’s building smarter banks.

About Jaine M.

Jaine M. is the Chief Information Officer at Standard Chartered Bank, where she leads the technology strategy and transformation agenda across East Africa. With over 25 years of experience in the technology sector, Jaine has held several impactful roles across the African continent, gaining deep expertise in strategy development, program execution, team leadership, and stakeholder engagement.

At Standard Chartered, she is at the forefront of driving the region’s technology and innovation roadmap—modernizing the tech landscape across business segments and embedding Technology & Innovation (T&I) into the bank’s broader business strategy. A graduate of McGill University and currently based in Nairobi, Kenya, Jaine is recognized as a committed leader, passionate about the intersection of technology, business, and sustainable growth.