BUSINESS BREAKFAST
Closing the Evidence Gap
When your board or regulator asks a straightforward question, how long does it take to produce an answer you can stand behind?
Join Charlotte Bailey, Chief Executive Officer at Panintelligence, and senior leaders from banking, insurance, lending, wealth management and building societies. Breakfast, a short perspective on the sector, then a working discussion on turning governed data into evidence fast enough to matter.
- Date: Thursday 5th November 2026
- Time: 8.00am for 8.15am, concluding by 9.30am
- Location: Panintelligence, Third Floor, Concordia Works, 30 Sovereign St, Leeds LS1 4BA
- Free to attend
- By invitation, one per organisation
- Chatham House Rules
CEO’s Topic: Key Themes and Insights
- The pressures facing regulated firms, and why the evidence gap exists
- The patterns we’re seeing across banking, insurance, lending, wealth and building societies
- What legacy systems, consolidation, regulation and AI mean for your data environment
- What good looks like, and how to make existing data and technology investments work harder
Only 20 places available
Register your seat now
Event Agenda
| Time | What happens |
| 8.00am | Arrival, coffee and breakfast |
| 8.15am | Welcome and opening perspective: Closing the evidence gap. Charlotte Bailey, Chief Executive Officer, Panintelligence (20 minutes) |
| 8.25am | Roundtable discussion: evidencing outcomes, consolidation and regulatory parity. Facilitated, Chatham House Rule (40 minutes) |
| 9.15am | Closing discussion, takeaways and informal networking |
| 9.30am | Close, in good time for the rest of the day |
The data is governed. Proving it fast enough is the hard part.
Banks, insurers, lenders and building societies have spent the past decade building governed, auditable data infrastructure. Having the data was never the problem.
Proving it is. Expectations around data, assurance and customer outcomes keep rising. Legacy systems, consolidation, evolving regulation and AI are making data environments more complex, not less.
So the questions get harder. Can you evidence a good customer outcome tomorrow, not just at the next board cycle? When two systems disagree about the same customer, which one is right? And how do you meet the same PRA and FCA bar as firms many times your size, with a team that hasn’t grown to match?
A conversation among peers, not a platform for a pitch
Charlotte Bailey, Chief Executive Officer at Panintelligence, is hosting this breakfast. We spend a lot of time with the people who run banks, insurers, lenders, wealth managers and building societies, and the same patterns keep coming up. That’s why we wanted to bring this particular room together.
Charlotte will open with a 20-minute perspective drawn from her experience leading Panintelligence, our work across financial services and wider market observations. It’s thought leadership, not a product demonstration.
The rest of the morning belongs to the room. A facilitated discussion, a decent breakfast, and no pitch to sit through to get there.
What We’ll Discuss
Evidencing outcomes, not just reporting them
When the board or regulator asks a straightforward question, how long does a confident answer take? We’ll explore who has to be involved, where answers get challenged (data quality, inconsistent definitions or confidence in the numbers) and how much reporting still relies on manual effort.
Consolidation and data integration
Where do your systems give conflicting information about the same customer, and how do you decide which version is right? We’ll compare how peers keep MI trustworthy after mergers, acquisitions and platform changes, and whether anyone has improved it without a major transformation programme.
Regulatory parity, leaner team
Where are regulatory and governance expectations putting most pressure on your resources, and what’s been deprioritised as a result? We’ll discuss moving from individual expertise to repeatable processes, and the one activity you’d automate tomorrow to release capacity.
What good actually looks like
One representative per organisation, regulated financial services only. Senior leaders exchanging ideas, sharing experience and identifying practical improvements.
What’s said stays in the room. Only the themes leave it.
A room worth being in
One representative per organisation, regulated financial services only. Senior leaders exchanging ideas, sharing experience and identifying practical improvements.
What’s said stays in the room. Only the themes leave it.
The cost of getting it wrong The cost of getting it wrong
When evidence takes weeks to assemble, the cost isn’t just time. It shows up in operational efficiency, risk management, decision-making and customer experience. A supervisory finding costs long after the review ends, and manual reconciliation is where risk quietly hides.
Where the gaps show up, by part of the business
This isn’t abstract. Every part of financial services carries its own version of the same underlying problem, and regulatory attention on all of them is rising.
Insurance
Claims oversight and risk signals often surface too late to influence the outcome. The FCA continues to find gaps in how firms evidence good customer outcomes under Consumer Duty. Could you evidence a fair outcome for a claims cohort tomorrow?
Banking and lending
Financial crime and control failings are costly and reputationally damaging, and the evidence trail often runs across systems that don’t agree. How quickly could you show a control is working, not just that it exists?
Building societies
Member-facing decisions and prudential reporting depend on the same underlying MI. When the two tell different stories, that’s exactly the kind of gap regulators look for.
Wealth and investment
Client outcome evidencing and suitability reporting increasingly need the same timely, auditable standard as core banking MI. How much of yours still relies on manual intervention?
Make the investment you’ve already made work harder
Most firms don’t need another data transformation programme. They need the governed data they already have to answer the board’s and the regulator’s questions faster, with confidence.
That’s the conversation we want to have in Leeds. Twenty seats, one per organisation.