Here’s the next installment in our periodic Q&A series highlighting women leaders in the fintech and banking space. We feature the innovation, fortitude and experience it takes to thrive in this fast-changing industry. And our interviews explore business opportunities on the horizon for financial services providers and their technology partners, as well as the unique qualities that these leaders bring to their roles.
Financial services and commerce entrepreneur Beth McCoy holds the role of President at both Toronto-based CORA Loyalty, a Software-as-a-Service (SaaS) loyalty and incentives marketplace program that partners with banks, retailers and other companies, and at its sister enterprise, cloud-hosted commerce platform RewardsOps.
McCoy frequently writes on generating loyalty in banking, recently addressing in an article excerpted on LinkedIn about the attention given to this approach: “Banks must translate income insights into tailored loyalty strategies that resonate with how households spend, what they care about and what keeps them coming back,” she wrote. “By intentionally designing rewards and communications to reflect income-informed insights, banks can transform loyalty from an afterthought to a differentiator that grows share of wallet, transaction frequency and long-term trust.”
BAI asked McCoy about her experiences as a tech and fintech leader.
Was there a motivation, market shortcoming or challenge in financial services that drove you toward your fintech solution or role?
I joined RewardOps in 2018 because I wanted to be part of delivering a technology and services solution that lived up to its promise. Too often in loyalty, offerings are overhyped or underdeliver either on performance, integration or customer experience. From the beginning, our goal was to build something that was not only innovative, but reliable, transparent and grounded in real-world value. This commitment to substance over spin has consistently resonated with our partners and clients.
My earlier experiences—from working in various roles at Air Canada to launching and expanding two loyalty startups—taught me the importance of building solutions that meet actual customer needs. I saw firsthand how technology could be both a game changer and a challenge, especially when it wasn’t properly integrated or backed by the right support. I knew there was real opportunity in simply delivering what was promised and doing it at scale. This foundation continues to shape how we operate and evolve at RewardOps today.
How do you think others describe your leadership style? Or if it’s more important to you: How do you describe yourself?
I’d like to think others describe my leadership style as direct, collaborative, and grounded in trust. I’m not afraid to ask tough questions or challenge assumptions, but I also work hard to create an environment where people feel supported, heard, and empowered to take ownership. I’m hands-on when needed, but I also believe in giving people space to grow. I’ve learned that strong leadership isn’t about having all the answers, it’s about setting a clear vision, being open to input, and building the kind of culture where people want to do their best work.
What can the financial services industry do to make sure we are shaping future leaders, women especially, for our space?
To truly shape future leaders in financial services, especially women, we need to be intentional about more than just representation. It starts with recognizing potential and cultural fit and it continues with investing in people’s development through mentorship, meaningful opportunities, and consistent visibility. I’ve seen how transformative it can be when someone is given not just a seat at the table, but the tools and support to contribute with confidence, even beyond the limits of their role. That’s how we help emerging talent grow into leadership, and how we build a more inclusive, forward-thinking industry.
I’d like to think others describe my leadership style as direct, collaborative, and grounded in trust. I’m not afraid to ask tough questions or challenge assumptions, but I also work hard to create an environment where people feel supported, heard, and empowered to take ownership. I’m hands-on when needed, but I also believe in giving people space to grow. I’ve learned that strong leadership isn’t about having all the answers, it’s about setting a clear vision, being open to input, and building the kind of culture where people want to do their best work.
The financial services space, at least in the U.S., and Canada as well, is challenged with economic, trade, legal and higher education uncertainty, alongside a shifting regulatory framework. What feels optimistic or where do you find clarity? Perhaps your operational risk management strategies are designed just for times like these? Perhaps you sense opportunity for digital solutions?
Despite the uncertainty in the broader landscape, I find optimism in the continued demand for digital transformation and in how closely product design is now tied to delivering meaningful customer experiences. At RewardOps, we’re seeing that loyalty still matters, maybe even more so, in times of change, and customers are looking for brands that help them stay connected and feel valued. Moreover, internally, we’ve built sound operational risk frameworks and flexible governance models that allow us to respond quickly and thoughtfully to shifting priorities, whether they’re regulatory, economic, or market-driven.
Read more from our series:
AI’s key role in uncovering hidden value in document and data automation
Parlay Finance’s Alex McLeod on smartly expanding capital access for small businesses
