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Levan Kobakhidze
Head of Payments Business Direction
Bank of Georgia
Levan Kobakhidze has served as the Head of the Payments Business at the Bank of Georgia since December 2025.
From 2019 to 2023, Levan Kobakhidze held the position of Head of Digital Channels at the Bank of Georgia.
Levan Kobakhidze possesses extensive and multifaceted experience across the banking, fintech, and telecommunications sectors, with a particular focus on digital channels and innovative payment management. His professional career includes several leadership roles, such as Executive Director for Digital Account Opening at Wells Fargo, Head of Digital Channels at the Bank of Georgia, and Head of Digital Product Management and Innovation at Veon Georgia, among others.
Levan Kobakhidze holds an MBA from the Hult International Business School in San Francisco and a Bachelor’s degree in Economics from Tbilisi State University.
Speaking At
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9:45–11:15amMon 16 NovPublic-Private RoundtableRoundtable Room 2Open
Accountability & Liability In Agentic Systems
Build, Buy, or Own: Strategies for Responsible AI Adoption in Finance
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Bojan ObradovicGroup Head of Innovation & Digital PartnershipsHSBC
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Jason LeeCo-Head, Legal & RegulatoryTemasek
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Jeremy HorExecutive Director, Enterprise Knowledge DepartmentMonetary Authority of Singapore
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Levan KobakhidzeHead of Payments Business DirectionBank of Georgia
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Louise JohnstonDigital Assets & Blockchain, Global PolicyMastercard
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MP OliveiraHead of Venture InvestmentsNeoVentures by Mashreq
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Nilanshuk HaldarGlobal Head of PartnershipsNucleus Software
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Norbert IzerExecutive Director for Financial Markets & DigitalizationCentral Bank of Hungary (Magyar Nemzeti Bank, MNB)
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Sunayna TutejaFormer Chief Innovation OfficerFederal Reserve System
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Varun KapoorDirector, Digital Strategy Group (FSI)Adobe
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Dr. Zhao JingyuanHead, Group Data OfficeOCBC
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Prof. Heng WangProfessorSingapore Management UniversityModerator
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Kaitlyn ThinnChief Strategy OfficerGlobal Finance & Technology Network (GFTN)Moderator
About this session
Financial institutions are moving well beyond experimentation with AI, deploying it across credit decisioning, fraud detection, and everyday employee workflows at genuine scale. But how they get there differs sharply: some are building their own foundation models on proprietary data to avoid depending on external providers with their most sensitive information; others adopt commercial AI tools but wrap them in anonymization and strict governance before sensitive data reaches them; and some capital allocators are treating AI infrastructure itself — compute, data centres, foundation models — as a strategic asset worth direct ownership.
Regulation is catching up fast and unevenly, with major regimes now treating data location and third-party AI access as a risk to be supervised, not just a technology choice. Given the different AI strategies already in motion, what would it actually take to make them auditable and defensible across jurisdictions?
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