Truist’s payments strategy: simplicity, speed, and systems that earn trust

Designing for confidence, not just speed

As the economy grows more digitized, payment experiences are expected to keep up. But for Truist, speed alone is not the goal. J. Christopher Ward, EVP and Head of Enterprise Payments, emphasized that the real demand is for confidence.

Clients want assurance that a transaction has occurred—immediately, visibly, and securely. It is less about real-time in a technical sense and more about real-time certainty. Whether it is disbursement via Zelle or embedded treasury solutions, Truist focuses on delivering transaction flows that are fast, verifiable, and trusted.

Embedding into the client’s world

Truist’s growth strategy centers on integration. As businesses modernize their internal systems, many are adopting new ERPs and reconsidering how they manage payments. Banks are expected to meet them on their terms.

That is where Truist sees opportunity: simplifying access to real-time payments, enabling disbursement by mobile or email, and reducing the friction that slows down enterprise flows. The emphasis is on enablement through infrastructure, not added complexity.

Simplicity earns adoption

Ward noted that the more straightforward a payments process is, the more likely it is to be adopted. Simplicity has become a business advantage, especially in uncertain economic conditions.

Clients are seeking cost-efficiency and consistency. As business models shift, companies are showing a greater willingness to integrate financial services directly into their own platforms. The goal is to reduce manual work and improve visibility across payments.

Security, with the right friction

Fraud prevention is often seen as a barrier to seamless payment. Ward views it differently. A certain level of friction can actually build trust, especially when customers understand its purpose.

Alerts, text confirmations, and visible checkpoints are often welcomed when they reinforce a sense of safety. The challenge is ensuring those checkpoints feel purposeful, not arbitrary. Friction should protect the user, not slow them down.

AI as signal, not spectacle

Artificial intelligence is not new to Truist. It is already being applied across fraud detection, onboarding, and case automation. What is changing is its potential scale.

Ward sees opportunity in using AI to recommend better payment options or underwriting decisions. The aim is not to automate the customer relationship, but to make it easier for businesses to act with clarity.

If AI helps extend access or reduce complexity, it becomes more than a feature. It becomes a differentiator.

Blockchain’s future depends on structure

Ward acknowledged blockchain’s long-term potential but was clear that adoption depends on establishing shared rules and remediation pathways.

He compared the challenge to traditional banking tools like letters of credit. The issue is not the transaction—it is what happens when something goes wrong. Blockchain technology will only scale if it can support dispute resolution and exception handling.

He expects blockchain to make early inroads in supply chain use cases like food safety or traceability, before becoming a payments mainstay.

Purpose, positioned for performance

When asked what sets Truist apart, Ward pointed to a purpose-driven identity. The bank combines scale and innovation with a culture focused on building long-term trust.

For Truist, performance and partnership are not in conflict. Clients are not just looking for transactions—they are looking for systems they can rely on.

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— The Unofficially ETA Transact Team

Not affiliated with ETA Transact Events

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