In a recent interview at Sibos 2025 in Frankfurt, Andrew Murray, head of international banking and payments at FIS, outlined the company's strategic focus on creating smoother, compliant and customer-centric payments. He identified key enablers for this vision: strategic partnerships, technological modernisation and the application of artificial intelligence. Murray emphasised that the current era is among the most transformative he has witnessed, driven by the need to tackle persistent friction in the global movement of money. This foundational approach sets the stage for exploring how collaboration and innovation are reshaping the financial services ecosystem from the ground up.

Easing friction in the movement of money

Payments remain central to FIS’s strategy. Murray highlighted that, according to findings from a recent survey of 1,000 senior business and technology leaders in Singapore, the UK and the US, over half of respondents identified “money in motion” as the area where friction is greatest. Removing that friction, he argued, brings clear benefits to treasury management, real-time liquidity and overall operational efficiency .

FIS is engaging with clients on how its platform can help ease these points of pressure. “It is about supporting clients with upcoming changes in security and compliance while enhancing processes around real-time models,” said Murray.

Stablecoins, tokenised deposits and new ecosystems

Innovation in tokenised payments, particularly through blockchains and stablecoins, was a major theme at Sibos. Murray noted that FIS has already announced partnerships with firms such as Circle to enable clients to use these technologies. However, he stressed, “it takes an ecosystem partnership approach to move ahead and implement change.” Banks, fintechs, infrastructure providers and regulators all have roles to play in ensuring interoperability and trust.

Modernisation, automation and the role of AI

For Murray, the drive to modernise infrastructure goes hand in hand with automation and AI. He noted that while AI can remove friction and increase accuracy in areas such as cash forecasting and fraud detection, it also requires organisational change.

“AI is a game changer for automation,” he said. “But it is not just about technology; it is about workflow transformation, cultural change and training.” According to FIS’ research, 64% of executives surveyed said a lack of in-house expertise is a significant barrier to AI adoption. FIS is collaborating with clients to ensure both technical and human capabilities advance together.

Balancing compliance and customer experience

Financial institutions now must balance regulatory requirements with the need to provide seamless digital experiences. Murray emphasised that this is not only about technology but also about partnerships. “The money lifecycle supported by FIS is mission critical,” he said. “From capital markets and treasury trading to card issuing and fraud management, it all needs to come together.” The shift from legacy systems to modern infrastructure must be managed carefully, with minimal disruption to customers.

Data, trust and collaboration
When asked about building trust in innovation, Murray returned to the importance of collaboration. Richer data such as from ISO 20022, he explained, can improve compliance reporting and fraud detection while also enabling faster, more personalised services. But the benefits will only be realised if the industry works collectively. “It is about reprocessing workflows and best using enriched data to support customers and create efficiencies,” Murray said.

Comparing his first Sibos in 2001 with today, Murray sees the current period as the most innovative. Looking 20 years ahead, he expects even greater shifts. “Will cash still be around? Will physical cards still be used? It may be more a question for my daughter’s generation. But detection of fraud will be immediate, and cash may even be phased out.”

For now, FIS is focused on helping clients prepare for the years ahead, from adopting AI responsibly to building resilient payment infrastructures. As Murray put it, success depends on genuine partnerships rather than traditional vendor relationships.