Karsten Wenzlaff, Advisor
August 26th, 2025
Mar 23, 2026 | NCFA Insight | AI Policy And Regulation

On Mar 20 2026, the White House released a national AI policy framework and legislative recommendations that asks Congress to build a single federal approach to AI and limit conflicting state laws. Washington looks to reduce regulatory fragmentation before state level AI rules harden into a patchwork. The framework isn't law but a blueprint for Congress to show where U.S. AI policy is heading and what type of rules the White House thinks are needed to support large scale use of artificial intelligence across the economy.
The document argues that state by state AI rules can impose uneven burdens on firms trying to build and deploy AI systems nationally. The White House position is that Congress should set the main framework and stop conflicting state rules from slowing deployment. At this point, it's less about creating a new AI regulator and more about stopping fifty different rulebooks from becoming the default U.S. model.
The framework highlights six areas: child protection, energy and electricity costs, intellectual property, free expression, public education and workforce readiness, and maintaining U.S. leadership in AI.
Policymakers want to lower friction for deployment while demonstrating that safety and public concerns are still being addressed. It's a delicate balance because it tells the market what the White House sees as the main tradeoff. The focus is not on building a heavy new AI rule set, but rather on enabling scale, lowering infrastructure bottlenecks, and avoiding fragmented oversight.
AI is already proliferating across lending, fraud detection, compliance, payments, customer operations, and model driven decisioning. A patchwork of state by state compliance would raise cost, slow deployment, and make national rollout harder for both incumbents and startups.
A single federal framework wouldn't solve every issue. Questions around accountability, model assurance, liability, and sector specific supervision would still remain. But it would remove a major barrier by making it easier to roll out AI across the United States.
The U.S. approach is mainly about fragmentation. The White House wants one national frame instead of competing state level rules.
The UK conversation is more operational. The FCA’s Mills Review asks how AI could impact retail financial services through 2030 and beyond. Industry responses focus more directly on deployment barriers inside finance, including data access, Digital ID, payments infrastructure, and rulebook friction.
Canada is taking a broader path. The federal government’s AI strategy process gathered input from more than 11,000 Canadians and 28 task force members, with stronger emphasis on trust, safety, responsible adoption, and national direction. NCFA has already flagged the execution risk in this approach in its analysis of Canada’s AI strategy and capital flight risk.
The difference is important. The U.S. is trying to stop fragmentation. The UK is pressing on execution barriers. Canada is still nuturing national direction. Each approach points to a different policy priority and will result in a different speed of deployment and potential competitive advantage (or disadvantage).
Jurisdictions that reduce friction and create usable operating environments will attract more investment, deployment, and talent. Jurisdictions that let regulatory complexity pile up will throttle adoption even when the technology is ready.
The White House's AI policy framework makes the federal direction clearer. The U.S. is trying to stop state level fragmentation before it becomes the default AI regime. It's important for fintechs and financial services because the level of scale, cost, and deployment speed depends heavily on whether one federal rulebook replaces fifty competing ones.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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Mar 19, 2026 | NCFA Feature | AI Finance Policy

On Jan 27 2026, the UK Financial Conduct Authority launched the Mills Review into the long term impact of AI on retail financial services to examine how AI could reshape consumers, firms, markets, and regulation through to 2030. NCFA flagged the review earlier in NCFA Weekly Fintech Intelligence Jan 24-30, 2026.
On Mar 4 2026, Innovate Finance submitted its response to the Mills Review, setting out where the UK fintech industry believes deployment will stall unless policy and infrastructure move faster. The paper cites Bank of England and FCA data showing 75% of firms now use AI, up from 58% in 2022. The issue is no longer whether AI adoption will happen. It is what still blocks firms from using AI inside live financial workflows at scale.
AI is clearly evolving from chatbot assistance to execution at scale. The submission describes AI agentic systems that can act on behalf of users. One example is an AI bot that handles everything from comparing mortgage deals to submitting the application and coordinating with conveyancers under user permission.
The value is no longer only in the model itself (ie. speed, quality, cost, expertise), but rather the full operational chain from customer permission to data access to execution to payment. That's why industry is focused on a stacked layer of tech solutions from Open Finance and Digital ID to payment access and rulebook friction to ensure AI can fully complete financial tasks.
The same logic applies to industry concerns over gatekeepers. As AI agents begin to initiate and route transactions, control moves to the layer that connects the agent to the payment method and the financial product. If that layer becomes concentrated, a small number of providers can influence access, routing, and competition.
The response uses real commercial examples and market data, highlighting that AI in finance is already underwriting, trading, core banking, and compliance.
The next phase isn't whether or not firms can build AI tools. It is whether regulation and infrastructure will allow them to use those tools in broader customer and transaction flows.
The stronger points made is that AI in finance won't scale on model quality alone. It will however scale on the stack around the model. That means smart data, Open Finance, Digital ID, fraud data sharing, wallet infrastructure, and payment access. Without those layers, AI stays stuck in narrow support roles. With them, it can move into lending, advice, payments, and automated execution.
That is why the response is more useful than another generic values and ethics based AI policy statement. It identifies where deployment slows, where control could become concentrated, and what has to move together if the UK wants AI to scale significantly inside financial services.
Canada is also building its next AI strategy. The federal government launched an AI Strategy Task Force in September 2025 as part of a 30 day national sprint, and later said it heard from more than 11,000 Canadians and 28 task force members. The Canadian process is broad. It is focused on national AI leadership, trust, safety, adoption, and public interest.
That broad approach is already raising execution questions. NCFA covered this earlier in its analysis of Canada’s AI strategy and capital flight risk, which argued that deployment, investment, and commercialization need clearer direction.
The UK industry response to the Mills Review is more targeted. It focuses on what is blocking AI deployment inside financial services today. Open Finance, Digital ID, payment access, wallets, third party model assurance, and rulebook friction sit at the center of that response.
Canada is still discussing the national direction of AI while UK fintech industry is already laying out what has to change for AI to work inside live financial workflows. The lesson for Canada is straightforward. AI policy cannot move on its own. Open Finance, Digital ID, wallet policy, payments modernization, and data access frameworks need to move with it or adoption in regulated finance will stay limited.
There is also a market structure lesson. If agent led payments grow, whoever controls the interface between the agent, the wallet, and the payment rail can control distribution. Policymakers who want competition and innovation to hold need to keep that layer open.
The industry response to the Mills Review is not just a call for clearer AI rules. It argues that the next barrier sits outside the model. Data access, identity, payments, and regulatory clarity now decide whether AI in finance stays at the support layer or moves into execution. The firms and jurisdictions that solve those bottlenecks will have the advantage.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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Mar 19, 2026 | NCFA Fintech Market Activity | Payments Operations And AI

On Mar 12 2026, Razorpay launched Agent Studio, a product it says lets businesses build and run AI agents across payment and post payment workflows. Razorpay says the system is built on Anthropic’s Claude Agent SDK.
Based in Bengaluru, India, Razorpay was founded in 2014 and has grown into one of India’s largest payment platforms. The company says it supports millions of businesses, reaches more than 300 million end consumers, and processes about $180 billion in annualized payment volume. Its stack spans payment acceptance, processing, disbursements, payouts, and business banking through RazorpayX.
Agent Studio targets the operational layer that sits around those flows. In its launch post, Razorpay lists agents for dispute response, subscription recovery, abandoned cart follow up through WhatsApp or email, settlement summaries delivered through messaging, and cashflow forecasting over a 3 to 7 day window. It also includes tools for cash on delivery orders, such as identifying and analyzing returns sent back to the seller.
These workflows cost merchants and payment teams money every day. Disputes create losses and take time to resolve. Failed recurring payments reduce revenue. Abandoned carts lower completed purchases. Cash on delivery returns add shipping and handling costs. Razorpay is building automation around these problem areas, not just the payment itself.
The company is also introducing a no code agent builder in beta and plans to open the system to third party agents. That points to a setup where merchants choose automation for specific tasks across the payment lifecycle, instead of relying only on bundled platform features.
This extends Razorpay’s recent work on AI driven payments, including its earlier work with NPCI on agentic payments to enable AI driven transaction flows. The focus now moves to what happens after a payment, where recovery, customer support, and problem cases still rely heavily on manual work.
Acceptance rates and pricing are still important for PSPs and merchant platforms. Operational efficiency is becoming part of the core value proposition, especially where it directly improves recovery and reduces cost.
If agents handle disputes, recovery, reporting, and cash on delivery losses, does competition start to favour the provider that cuts the most cost for merchants, not just the one with the lowest processing price?
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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March 19, 2026

For a long time, it was believed in the business world that a leader should project nothing but confidence. Why does this model cease to be effective in IT?
The stereotype of the ‘invulnerable leader’ took shape back in the days of rigid hierarchical structures. In IT projects, everything changes very quickly and there is a great deal of uncertainty — and at this point, such a model becomes detrimental to the business. When a leader tries to appear flawless, they create a distance.
Employees stop raising issues at an early stage, as they fear they will fall short of the ideal that has been set. The manager gets a distorted picture, and for an IT project, this is critical.
The ‘unspoken’ is a void that the brain fills in itself. And it most often fills it with negative thoughts and emotions. If a manager remains silent about difficulties, the team begins to think: ‘There’ll probably be redundancies, the project will be shut down, or the money will run out.’ Anxiety grows, people put less effort into the project, or they resign. Competent openness, on the other hand, fills this void with explanations — and the tension dissipates.
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Won’t admitting vulnerability, such as feeling nervous before an important pitch, undermine the founder’s authority in the eyes of investors?
On the contrary. Investors invest in the founder’s competence. Someone who speaks honestly about risks and their state of mind comes across as someone who is truly in control of the situation. Admitting vulnerability is not a complaint from a weak leader, but a statement of fact. For example, when we were developing Matthew Eat Bot, we openly discussed the challenges of integrating with external APIs with the team. Such honesty shows that we understand the scale of the task and are prepared for it, rather than simply ignoring the obstacles.
It makes the human factor a normal and natural part of the work. If a manager can say, ‘I’m worried about this release,’ then employees are also entitled to be just as honest. At Gratio, this helps to quickly identify any issues. People don’t waste energy pretending to be perfect; they simply do their jobs well. Trust in this context translates into real savings: faster communication and fewer unnecessary costs.
Where is the line between ‘thoughtful openness’ and excessive emotionality, which might scare off partners and investors?
The line lies in the purpose. A leader shares their vulnerabilities not to elicit sympathy, but to create a safe working environment. Openness must be practical: if you’re discussing a problem, immediately show how to solve it, or ask for specific help. This is a working conversation, of which there may be as many as a hundred during the process. The main goal is one: to make the business more sustainable through honest relationships between management and the team.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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