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COVID-19: Luigi Wewege discusses risks to the Global Banking System

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A well-known figure in private offshore banking shares his views with us on the potential impact of COVID-19 on the global banking system as well as current investor sentiment. Luigi Wewege, Senior Vice President and Head of Private Banking at Caye International Bank in Belize discussed the situation with reference to several scenarios that investors could and should anticipate.

Regarding liquidity and stress tests, Wewege says that “Overall, United States and European based banks have showed reasonable improvement since the last financial crisis around 2008 however Europeans in particular do remember what happened with bail-ins and bailouts so you do see a lot of investor concern with what the European Central Bank might do next.”

When asked about some of the biggest concerns facing investors, Luigi noted that “There has been huge inflows of capital into the USA during the Trump administration. But now, people are a bit concerned about how far FEMA measures will go. People who have put large portfolios in either the USA or Europe are rethinking whether their safe-haven decision was the correct one. The Fitch Ratings agency already warned that the Italian banking system may struggle to cope with the fallout of the Coronavirus – and yes, it was not in a particularly good shape even prior to this. You also have countries like Greece that risks sliding straight back into a deep recession. So overall, investors do feel uneasy about the EU and US right now.” He went on to explain the various indicators that were taken into consideration during February plus March 2020 and said “Bank shares in Europe and the United States saw a very sharp repricing and decline. Government bond yields are falling, with US corporate high yields shooting up. This all shows that investor confidence in the global financial system has been shaken.”

Elaborating more on the scenario in Europe, Wewege believes “With such a substantial socio-economic shock unfolding in front of us, the brightest of financial analysts find it hard to see how Banks in the most affected European countries can maintain good assets and earnings. If repayment of loans ceases in the case of many European families – toxic assets becomes a big risk to them very quickly.”

About IMF policies during these challenging times, Luigi says “In fairness, the International Monetary Fund acted quickly to help countries during the time of Ebola, but that was a much smaller issue than what we face today. We know that given the huge spike in uncertainty that some in the IMF are proposing that there is a consensus worldwide to have a common monetary policy – and that will hopefully prevent a scenario where some currencies end up being the losers in Black Swan events. Yet all these instruments have their limits and at some point, it will come right back to the question of liquidity. That’s precisely why so many middle income to HNWI’s have allocated a decent portion of their portfolios to offshore banks that do not face the same exposure and risk that European and USA based banks do.”

Wewege went on to explain common risks that each individual country may face in the immediate future and aftermath of COVID-19: “A reduction in revenue and productivity may affect many countries – it is already doing so with disrupted supply chains and right now more borders are shutting. Then we have crippled public health systems in Europe who will need to consume a lot of public funds/stimulus in order to continue. Then off course there is one word that scares just about every European country and US state: Tourism. It is an important sector that is showing early signs of major strain that will likely continue for many more months. All these risks add up and will cause great strain on the global economy for the duration of 2020 and possibly even into 2021.”

On the ongoing appeal for offshore banking, Luigi says “Investors from all over the world gained a lot of respect for jurisdictions, like ours in Belize, where our banks were largely untouched by the 2008 financial recession. And yes – they certainly remember what happened to some large banks in Europe and the USA at the time and thus feel the writing is on the wall, whether it is indeed the case or not. Although we cannot predict accurately what the state of the global banking system will hold especially in Western countries, we can see a clear shift towards diversification and the start of more deposit inflow at offshore financial institutions like ours in Belize.”

Sound off:

Some may argue that the Dodd-Frank law that was passed in 2010 rendered the United States a less of a risk today than it was around 2008 and doomsayers who closely watch the Italian, French and Greek economies may have a point that the worst is still to come. Ultimately, these are very challenging times and to some extent, unchartered territory for the global financial system dealing with the Coronavirus pandemic.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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Business

MetaWorx: Building Full-Stack AI Teams, Not Just Automation

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Automation still dominates most headlines, yet the returns often fail to meet expectations. A sprawling chatbot rollout might shave a few support tickets, but it rarely shifts the profit-and-loss statement in a lasting way. 

McKinsey’s 2025 workplace survey pegs AI’s long-term productivity upside at $4.4 trillion, but only one percent of enterprises say they’ve reached true “AI maturity.” MetaWorx, a Dallas, Texas-based AI employee agency founded by Rachel Kite, argues that the shortfall has nothing to do with models and everything to do with people. 

“Treat AI like a point solution and you’ll get point-solution results,” shares Kite. “You need a roster that can carry the ball from raw data to governance, or the whole thing stalls at the proof-of-concept phase.”

The pod blueprint

When a plug-and-play automation script collapsed under real-world data drift, costing Kite a lucrative contract, she sketched the six-person “pod” that now anchors every MetaWorx engagement:

  1. An infrastructure architect to tame compute costs.
  2. A data engineer to secure and shape pipelines. 
  3. An applied scientist to prototype models against live feedback loops. 
  4. An MLOps engineer to automate rollback and retraining. 
  5. A domain product lead translates forecasts into features users actually notice. 
  6. Ethics and compliance analysts to stress test outputs for bias and keep the audit. 

The team’s first sprint still delivers a quick-win bot — “small enough to calm the CFO,” jokes Kite — but the roadmap quickly pivots to reliability, explainability, and eventually optimization. By tying every algorithmic decision to a quantifiable business metric, the pods turn AI from a science project into a growth lever. 

Recruiting for curiosity, not credentials

With Bain & Company predicting a global AI-skills crunch through 2027, MetaWorx has stopped chasing unicorn résumés. Instead, it hires “adjacent athletes”: a computer-vision PhD who hops from medical imaging to warehouse surveillance, or a former journalist who recasts her nose for story into prompt-engineering finesse.

“Domain expertise expires fast,” Kite says. “What doesn’t expire is the instinct to ask better questions.” The result is a lattice of overlapping skills that stays flexible when models wander into the long tail of edge-case data.

A culture of rapid experiments

Inside MetaWorx, every idea faces the same litmus test: ship something — anything — into a user’s hands within 21 days. The “three-week rule” forces prototypes into the wild early, where failure is cheap and feedback is swift. Post-mortems, including cost overruns, are circulated company-wide, erasing any stigma associated with missteps.

That laboratory mindset powers velocity. “Our first model is almost always wrong,” Kite admits, “but version 1.0 is the tuition we pay for version 2.0.” The philosophy echoes her TEDx talk on resilience: progress is iterative, not heroic.

How leaders can steal the playbook

Executives itching to replicate MetaWorx’s results don’t need a blank check. Kite offers a five-step sequence:

  • Inventory pain points, not tools: Walk the P&L line by line and tag the friction you can measure.
  • Map the stack to the problem: A recommendation engine, for instance, requires behavior data, retraining triggers, and feedback capture — automation alone won’t suffice.
  • Stand up a pod: Reassign existing talent into a cross-functional tiger team before hiring externally; the chemistry test is free.
  • Measure the story, not just the statistic: Pair model accuracy with human-scale metrics like ticket backlog or employee churn.
  • Budget for the boring: Reserve at least 30 percent of spend for MLOps and governance; Stanford’s HAI review links most AI failures to neglected upkeep.

Taken together, those steps shift AI from a pilot novelty to an operational habit that compounds value rather than topping out after an initial PR splash.

Character still scales faster than code

MetaWorx plans to double its headcount this year, yet Kite insists the secret isn’t a proprietary framework or a monster war chest. It’s credibility. Clients see a founder who has wrestled with the same outages and surprise bills they face. That authenticity converts skeptics faster than any algorithmic novelty.

“Tools level out,” Kite says. “Culture compounds.”

The insight lands in a marketplace still dazzled by generative fireworks. Yes, MetaWorx ships models and dashboards, but its true product is a mindset: resilience over rigidity, questions over credentials, experiments over edicts. In Kite’s world, automation is merely the appetizer. The main course is a full-stack team that knows why the model matters to the business and who owns its success after launch day.

And that, Kite argues, is how AI finally graduates from cost-cutter to growth engine, one curious pod at a time.

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