The Human Side of FinTech – An Interview with Devraj

Welcome to The Human Side

We often focus on the things that define us externally—the roles we take, the goals we achieve, the success we claim. But what truly shapes us? What pushes us to take risks, to step up, to lead, to break through the noise?

In this series, we’re not just sharing careers and credentials; we’re uncovering the heart behind the journey. It’s about the moments that define our paths, the lessons learned when we failed or fought or grew, and the raw truths that guide us forward.

Each conversation will take you deeper into the stories behind the titles. From challenges faced in the trenches of change, to breakthroughs that redefined direction, these are the people who have built something more than a career—they’ve built lives driven by purpose.

It's time to explore the untold side of success. Welcome to The Human Side.

Laura: Welcome to the new series of FinTech Tables, The Human Side, where we drop the jargon and get to know the people behind the industry. Devraj, thanks for jumping in today—let’s get stuck in!

Devraj: My pleasure. Thanks for having me.

His Professional Journey

Laura: Your career’s taken you from academia into the commercial world. How did that happen? Was it planned, or did you just find yourself here?

Devraj: I started as a finance academic with a keen interest in risk management, particularly from the financial markets perspective. My research was quite abstract at first. When I moved to Scotland about ten years ago, I became involved with FinTech through my work at Strathclyde, collaborating closely with FinTech Scotland even before its official formation. That led me into RegTech, which naturally aligns with compliance.

My background in risk management—originally focused on financial markets—has expanded significantly through this exposure. Now, I engage with risk at an institutional and product level, broadening my understanding and skill set.

Laura: You’ve worked across different countries—what’s the biggest difference in how compliance and regulation are handled?

Devraj: Absolutely. I worked in France before coming to Scotland, and while I wasn’t deeply involved in compliance then, I got a sense of regulatory frameworks. The key distinction is between European and UK regulation. The EU tends to be highly prescriptive—every detail is codified—while UK regulation is more principles-based, allowing for a more holistic approach.

Laura: So does that mean the UK is more innovation-friendly?

Devraj: That has traditionally been the case. The UK regulatory framework is seen as more pro-innovation compared to the EU’s structured approach. However, this divide is evolving. The EU has recognised the importance of fostering innovation, as seen with the AI Act and Digital Operational Resilience Act (DORA). Meanwhile, in the UK, we are now seeing calls to shake up regulatory frameworks, suggesting that red tape has developed over time. It’s a dynamic shift.

What Makes a Good Leader

Laura: You’ve worked across different teams and led various projects—what’s your approach to leadership? What makes a good leader in your book?

Devraj: My approach has always been to build a coalition of the willing—finding people who align with the mission and leveraging their strengths. I’ve been fortunate to work in environments where I had the latitude to do that.

Leadership isn’t about knowing everything; it’s about prioritising and delegating effectively. The best leaders identify what needs to be done, recognise their own limitations, and bring in the right people to fill those gaps.

Laura: Compliance and regulation aren’t exactly the sexiest topics. How do you get people to actually care about them in a way that isn’t just ‘because we have to’?

Devraj: The key is not to lead with compliance. Instead, start with governance—define what you want to achieve and how you intend to use technology responsibly. Then comes risk management: understanding the risks associated with those goals. Compliance should be the final step, ensuring alignment with both governance and risk management.

Many organisations get it backward—they focus on compliance first, reacting to regulations instead of integrating them into a broader strategic framework. When compliance is approached from a governance-first perspective, it becomes less about mandates and more about responsible innovation.

Laura: There’s so much pressure to be productive and successful all the time. What’s your take on failure? How do you deal with it?

Devraj: Failure is inevitable, especially in innovation. The common Silicon Valley mantra is fail fast, but I prefer a measured approach to risk. You don’t plan for failure, but you acknowledge it as part of the process.

What matters is understanding why something isn’t working and adapting quickly. Organisations and individuals need to develop a healthy risk posture—whether they’re early adopters willing to make mistakes or more conservative players waiting for technology to mature.

The Human Experience

Laura: You clearly love what you do. Have you always been drawn to this space, or did you just fall into it?

Devraj: I’ve always had an analytical mindset. My background in risk, statistics, and probability shaped that. Over time, my interest evolved from theory to practical application—understanding how risk impacts financial markets and institutions.

But beyond that, I genuinely enjoy business development—working with SMEs, particularly in RegTech, and helping them navigate compliance challenges. It might sound odd to call that a hobby, but I see it as a passion.

Laura: Alright, when you’re not knee-deep in risk and regulation, what are you doing?

Devraj: Since moving to Scotland, I’ve taken up hill walking—it’s a great way to reset. I’m also deeply interested in music, especially Indian classical music, which I’ve studied. And, as I mentioned, I genuinely enjoy working with startups and deep-tech SMEs—it’s intellectually stimulating.

Laura: If you could go back in time and give your younger self advice, what would it be?

Devraj: Three things: be more patient, be less impulsive, and don’t take things so personally.

These lessons only come with time and experience, though. When I was younger, I often let impatience or personal frustrations get in the way of deeper understanding. Having worked across different cultures, I now appreciate the importance of adaptability and broader perspectives.

Laura: We’re seeing loads of younger people entering the industry—what advice would you give them?

Devraj: Embrace adversity. Failure is part of growth—so instead of fearing it, focus on learning and adapting.

Also, don’t fixate too much on the endpoint. The journey is what truly shapes you. Be open to experimentation, and don’t let setbacks define your trajectory.

Laura: Devraj, on behalf of FinTech Tables, we want to sincerely thank you—not just for this conversation, but for the impact you’re making in the RegTech space and beyond. There are plenty of innovators out there, but they need champions, facilitators, and connectors like you. Your insights, leadership, and genuine enthusiasm are invaluable, and it’s been an absolute privilege having this chat.

We’re excited about what’s ahead in 2025—Dream team, Devraj.

Devraj: Likewise, Laura. I want to acknowledge the incredible work FinTech-Tables is doing. The impact you’re having on this ecosystem is truly transformational. There are so many brilliant minds in this space, but having an entity like FinTech-Tables to bring them together and drive meaningful conversations makes all the difference. I’m incredibly proud to collaborate with you—here’s to an exciting year ahead!