At Future Branches Boston 2025, Karen Swiatocha, Executive Vice President and Head of Contact Center & Retail Transformation at Citizens Bank, delivered a keynote titled “Leading Across the Seams: The Mindset and Behaviors Driving the Future of Service.” She explored how leadership, not technology alone, will determine which organizations successfully connect digital and human channels, earn customer trust, and thrive in an AI-powered future.

Key Takeaways

1. Leadership is the differentiator in disconnected organizations

Amid rapid change, Karen argued that leadership is the differentiator shaping how institutions navigate conflicting priorities: digital vs. human, efficiency vs. connection, innovation vs. risk. “Leading across the seams” means stepping into the gaps others avoid—between products, channels, and functions—to make experiences feel seamless for customers and employees. Impactful leaders focus less on title and more on behaviors that bridge silos and align the organization around customer needs.

2. Branches remain the heartbeat of relationship banking

Despite years of “branch is dead” headlines, Karen emphasized that branches are still central to starting and deepening banking relationships. Data shows the majority of new accounts and primary balances begin in the branch, and even Gen Z wants a local location for when issues arise. Branches serve as both a trust anchor and a halo for digital, with significantly higher digital acquisition near physical locations, reinforcing the “digital and human” model.

3. Customers feel every seam between channels

Customer intent hasn’t changed, but their journeys and channel choices have—and banks haven’t kept pace. When an issue isn’t resolved the first time, or when customers are forced to switch channels, satisfaction can drop dramatically, hurting advocacy and growth. Leaders who organize around the customer instead of products or P&Ls reduce these seams, protect NPS, and unlock faster revenue growth compared to laggards in customer experience.

4. AI will redefine roles, not replace leadership

With most colleagues’ work soon touched by AI and half of customers already using it, Karen framed AI as a powerful catalyst rather than a full replacement for people. Nearly half of customers are interested in AI as a personal financial assistant, raising the stakes for banks. Leaders must ensure AI becomes a competitive advantage for bankers, not a disintermediary, by acting as the “strategic mediator” between human and artificial intelligence through curiosity and clear guardrails.

5. Trust and empathy are strategic assets, not soft skills

Karen positioned emotional intelligence as a core leadership competency for this era. High-trust cultures drive productivity, engagement, and lower stress, while externally, customers remain wary about data use and product recommendations. Leaders who lead with empathy, listen deeply, and prioritize customers’ interests can close the trust deficit. In a time of AI and hyper-personalization, trust becomes the deciding factor in whether customers embrace new tools—or pull back.

6. Curiosity is now a commercial capability

Technology is evolving too quickly for any leader to be a complete expert. Instead, Karen urged leaders to cultivate a strong technology quotient, defined not by coding skills but by relentless curiosity. Asking better questions about AI, journeys, and data use helps teams design solutions that enhance, rather than erode, human connection. Curious leaders are better positioned to experiment, learn fast, and shape AI-enabled experiences that feel both smart and human.

7. Adaptability quotient separates resilient organizations

Beyond IQ and EQ, Karen highlighted adaptability quotient—the ability to evolve with change and help teams do the same. When organizations apply proven change management practices and embrace experimentation over perfection, transformation outcomes significantly improve. Leaders with a high adaptability quotient guide people through uncertainty with clarity, courage, and compassion, making change navigable rather than overwhelming and driving stronger financial and engagement results.

Why It Matters

Financial institutions are simultaneously modernizing branches, scaling digital, and integrating AI—while customers grow more demanding and less tolerant of friction. Karen’s framework reframes these pressures as “seams” that require intentional leadership, not just new technology or org charts. For executives overseeing branch networks, contact centers, and digital platforms, her message is clear: sustainable advantage will flow to organizations that blend human and digital experiences, rebuild trust through empathetic leadership, and cultivate curiosity and adaptability at every level.

Actionable Insights

• Redesign around journeys, not org charts: Map cross-channel experiences and remove internal seams that force customers to restart or channel-hop.
• Position AI as a banker amplifier: Pilot AI tools that support frontline staff with insights and guidance rather than replacing human interactions.
• Build a high-trust culture: Model transparency, prioritize customer interests, and invest in coaching that strengthens empathy and psychological safety.
• Develop your leadership quotients: Actively grow emotional, technology, and adaptability quotients through learning, experimentation, and feedback.