Technology is a core capability

From Alex’s point of view, today’s market enterprise technology not only has a key role to play in how banks operate, it can also enhance their value. Citing the rise of both neobanks and cybercrime as examples, he says, “With digital disruption, tech becomes a partner front and center to serve customers better and engage more effectively in the market.” As such, he regards it as a core organizational capability, along with other critical foundations such as effective governance and compliance.

However, there must be clear alignment with the overall business strategy and priorities. “We see technology as not just a tech conversation,” he explains. “It has to be anchored on business value and the customer experience. Once you have clear alignment about the where and the why, it’s easier to understand what technological capabilities and investment it will take to make it happen.”

Leverage strategic ecosystem partnerships to expand access and build capabilities

With BPI operating across personal, small business, and institutional banking as well as wealth management, Alex and his team have a large and varied operation to support. Engaging in a cross-functional operating model with commercial, finance, strategy, and other BPI teams is an essential ingredient in planning and prioritization and maximizing value from tech investments.

But equally integral are partnerships with providers in the broader tech ecosystem. “You can do a lot of things in-house,” he continues. “But you can’t do everything on your own. Partners are a very important part of our strategy; we use them as a force multiplier to help us scale. But the total relationship should be a win-win. If you are able to craft that strategy and make it work, it can really accelerate your organizational maturity.”

Attracting and retaining talent is often the most difficult aspect of running a successful technology function. But at BPI, Alex says, people are regarded as the “magic sauce,” meaning employee engagement is high on the agenda. In addition to upskilling programs covering topics like digital, data, and AI, the bank has invested in digital-first HR to streamline and enhance the employee experience from onboarding right through to retirement.

AI means end-to-end transformation, not just tech

Like most organizations, AI is high on the agenda at BPI. But rather than badge it as a technology rollout, Alex and his colleagues recognized the opportunity to reimagine how the bank does business. “We put it under transformation rather than enterprise technology,” he notes. “You have to be quite conscious of what it takes for AI to really deliver value and move the needle.”

One part of the job is redesigning the bank’s processes to embed AI capabilities. Others are testing what it can do by experimenting with use cases across each part of the bank, and building a quality data infrastructure that ensures trust in the tech. Finally, Alex is clear about the need to make the organization ready. “You have to make sure that people are AI-enabled, AI-literate, and that they understand what to expect.”

Balancing mindful preparation with momentum

While Alex is clear about the need for careful planning and preparation on BPI’s AI journey, he also acknowledges the importance of action—and getting a return on the bank’s investment. “We see a lot of opportunity in terms of AI giving us a strategic advantage,” he notes. “But we are a bit conservative about declaring to finance that this is going to save a lot of money. The sheer fact is that the technology is not cheap. That’s why you have to be very deliberate.”

As a result, BPI has taken a pragmatic approach as AI continues to mature. “While we are waiting for that to happen, we cannot sit on our hands,” Alex continues. “That is why we're doing all the core plumbing—the technical debt, the architecture, the backroom banking services—to be in good shape when it starts reaching enterprise-grade scale and becomes more economically feasible.”

People + policy = progress

When asked if other CTOs are taking a similar approach, Alex stresses that although each organization will find its own way with AI, there are common pressures. “Everyone is facing the same problem—the expectation of what AI can do—and that has set a very high bar. But not everyone has the same level of resources or access to human capital. You need access to the technology and access to funding. But you need quality people to get the job done. For AI to grow, you need a very good internal capability.”

According to Alex, this requirement extends beyond individual organizations to the national level. When asked how the Philippines can keep pace or even move ahead of other countries when it comes to AI deployment, he cites deeper investment, leveling up on STEM education, speeding up infrastructure development, and expanding the labor market. As he reflects, “There’s a lot of development. It’s heartening to see government policies coming together. … If you unlock funding, you unlock opportunities—we can really compete if we have that support in place.”

Watch these short video clips to hear more from Alex about BPI’s ongoing transformation journey, and how he and his team are getting ready for an AI-first future.