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The Age of Crypto and the Role of Banks: From Distruption to Maturity

During the past year the cryptocurrency market has firmly moved beyond niche speculation and now it plays a visible role in global finance and technology. After briefly exceeding $4 trillion in total market capitalization in 2025, digital assets continue to command attention from individual investors, financial institutions, and policymakers alike, even amid volatility and price swings. Adoption metrics show that digital asset usage grew rapidly across diverse regions in 2025. Global adoption was led by countries in South Asia, while the United States remained one of the largest crypto markets by activity and transaction volume. Stablecoins alone – cryptocurrencies pegged to fiat currencies – accounted for around 30 % of all on‑chain transaction volume, reflecting their central role in the global Web3 ecosystem.

Institutional interest has also quietly strengthened. Surveys suggest that over 40 % of financial services organizations globally are planning or already implementing crypto‑related initiatives, even in the face of market uncertainty. Meanwhile, surveys of hedge funds indicate growing exposure to digital assets, underscoring that crypto has begun to integrate into mainstream investment strategies. These data show the trend: from institutional adoption to blockchain innovation, crypto is no longer a niche experiment. It’s becoming a key part of modern investment and finance.

For Serbia and the wider Central and Southeast Europe region, this global momentum has direct implications. Local tech and finance communities are increasingly engaging with blockchain projects, while businesses explore how digital assets can support cross‑border payments, tokenized products, and new financial services. In Serbia, an estimated 200,000 people (roughly 3% of the population) actively invest in cryptocurrencies, while broader surveys suggest that up to one-third of citizens have had some exposure to digital assets, highlighting growing mainstream interest.

Echoing these worldwide shifts, PCPress spoke with one of the industry’s leading experts, Péter Kanti, Head of Blockchain and Digital Assets at Dorsum, to unpack what the state of crypto in 2025 means in practice and what lies ahead. Dorsum, a Hungarian firm with over 30 years of experience in the financial industry, partners with its clients to deliver crypto and blockchain consulting alongside investment software solutions. The company works with more than 80 clients across 10 European countries and has recently expanded its presence by opening an office for the Adriatic region.

If I had to summarize 2025 in one word, I would say: contradiction,” Kanti explains. “The market at one point felt like a helium balloon, reaching around $4.3 trillion, only to halve by the end of the year.  Despite the volatility, interest in the technology remained strong and continued to expand, something we could also sense in our client conversations.Yet behind volatility, real progress was happening. “Big financial players no longer want PoC projects; they want production,” Kanti adds. Banks and funds are actively hiring crypto specialists and building infrastructure, signaling that institutional adoption is finally moving from theory to practice. Still, here comes a key challenge: talent. Financial institutions are actively exploring how to implement technologies that can expand their business and power up new services and offers for their clients. “Professionals who understand both financial markets and technology are critical – and there aren’t enough of them. This gap between finance and engineering is emerging as a key bottleneck to growth. With deep industry expertise, strong knowledge of the Adriatic markets and advanced technological capabilities, fintech companies like Dorsum are becoming natural partners for banks and key drivers of transformation,” Kanti explains.

At the same time, an unexpected ally appears: artificial intelligence. With initiatives from companies like OpenAI, intelligent systems are beginning to play a serious role in smart contract auditing. “AI can dramatically reduce the risk of errors that have cost us dearly for years,” Kanti says. In a world where code is often shipped too quickly and without enough checks, this is not a luxury, but rather a necessity. “Intelligent systems can now audit smart contracts faster and more reliably, reducing risks that have cost the industry dearly,” he notes.

Looking ahead, 2026 is expected to focus on utility rather than hype. Stablecoins and tokenized assets will grow, but the key question is whether they will be actively used on chain: “The next phase isn’t tokenization for the sake of it, it’s about functional utility, using T-bills as collateral in DeFi, trading tokenized equities in automated strategies,” says Kanti.

Despite challenges like regulation, liquidity, and legacy integration, Kanti is optimistic: “For the first time, we may see institutional transaction volumes happening on chain as routine operations, not experiments.”

After a turbulent 2025, in 2026 crypto is maturing. It’s no longer the no‑rules zone, but a market learning to integrate with the real world, in Serbia and beyond. Banks that still move at legacy speed risk becoming spectators, while those with a clear digital strategy. Powered by agile fintech partners, they will lead the next era of banking, delivering seamless services literally at customers’ fingertips.

The original article was published in Serbian in PCPress.

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Every good business relationship starts with a single step!

Martina Bagarić Maršić

Head of Business Development CEE Region

Martina doesn’t believe in transactional sales — she builds business ecosystems based on genuine partnership. With over 15 years in the industry, she consciously steps away from aggressive tactics, championing an “ethical sales” approach instead. For her, building transparency and trust is the absolute core of any business relationship. A secret introvert, she relies on a quiet hour of morning routine to recharge her inner peace, ensuring she can give her absolute best to her clients all day.

Her superpower? 
Reading the room. She instantly decodes true needs, so clients feel like partners, not just transactions.

What won’t she do? 
Parachute jump. She will gladly help redesign your business strategy or share practical life advice, but she will never jump out of a perfectly good airplane.

Kadra Aden

Head of UK Product

Kadra started her career writing code, which means she doesn’t just manage products, she understands their DNA. As Head of UK Product, she uses this technical fluency to translate complex business needs into reality. She digs past the initial “wish list” to find the actual root problem, ensuring Dorsum builds solutions that work in the real world, not just on a whiteboard.

Her superpower? 
The Strategic “No.” She isn’t afraid to kill a weak feature to save the product vision.

What won’t she do? 
Sit still or sing. She works from a treadmill desk to keep moving, but hand her a karaoke mic, and she’ll clear the room instantly.

Hannah Buckle

Head of UK Sales

Hannah proves that high-stakes tech sales doesn’t have to be a rigid, jargon-filled grind. She brings a genuinely fun, open, and relaxed energy to the room, believing that the best partnerships start with a simple, honest chat. And while she keeps things light, she is fiercely persistent when it comes to solving business problems. Whether she is untangling a messy digital ecosystem or helping a team scale, her secret weapon is that she simply never gives up. She operates with radical honesty, zero fluff, and a commitment to keeping the process as enjoyable as it is successful.

Her superpower? 
Relentless persistence. She never gives up on a problem, bringing a fun, conversational vibe to even the toughest business challenges.

What won’t she do? 
Use clinical buzzwords. She solves complex tech puzzles daily, but happily leaves words like “diagnostic” to the Apple Store.

Szilvia Kovácsné Szántai

HR director

Szilvia has been the heart of Dorsum’s community since 2006. While her title says HR Director, she acts more like a human bridge between business logic and employee well-being. She always looks past the bullet points on a CV to find genuine curiosity and loyalty, knowing that true team spirit cannot be automated. She is the kind of leader who will boldly trade a flashy corporate party to secure comprehensive health insurance for everyone. After a week of navigating complex group dynamics, she unplugs completely, relying on time with family and friends 
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Her superpower? 
Reading the room. She instantly tunes into group dynamics, sensing hidden tensions in a meeting long before anyone says a word.

What won’t she do? 
Talk strategy before coffee. She never sacrifices humanity for results and refuses deep discussions before her own system boots up.

Péter Sallai

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Péter is the kind of CTO who doesn’t just set direction—he understands and enjoys technology all the way down to its deepest layers. He believes great architecture isn’t built for fashion, but for endurance: systems should stay strong under real load and evolve as needs change. At Dorsum, he designs and leads teams building long-lasting platforms that can modernize without big-bang rewrites—stable foundations, modular components, and the mindset of being able to “swap the engine mid-flight.”
He makes strategic choices with engineering pragmatism: spotting what will remain useful versus what’s just noise, and translating complex technical topics into clear language for developers and clients alike. And he stays hands-on—when something matters, he dives in and builds.

His superpower? 
Tech Intuition + Deep Dive. He sees the big picture, but can go all the way into the details when the root cause—or the right decision—lives there.

What won’t he do? 
Predict the lottery. He will happily predict future tech trends, but please don’t ask him about the winning numbers.

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Chief Project Officer

Miklós began his journey at Dorsum as a trainee in 2008. After expanding his expertise at the Big Four and major banks, he returned to lead our most complex projects with the calm focus of a seasoned athlete. He knows that software is just the final output; true delivery is about providing the stability that makes clients feel completely secure. Operating on the strict philosophy that there is a massive difference between a project being “done” and functioning “well,” he never settles for the former. When project chaos hits, his grounded approach, fueled by family time and sports, ensures our partners always know they will “never walk alone.”

His superpower? 
Elite situation awareness. He instantly decodes complex dynamics, pinpointing the hidden risks and success factors of any project.

What won’t he do? 
Settle for “just working.” He strictly separates functioning from functioning well, and flat-out refuses to compromise.

Magdolna Pánczél

Country Manager

Managing two international subsidiaries requires a rare blend of adaptability and order. While Magdi naturally approaches the corporate world with the logical rigor of a Six Sigma expert, she understands that the people behind the projects are beautifully varied. She operates as a dedicated coach for her teams, patiently explaining the “why” and “how” behind a strategy rather than simply delegating tasks. After a week of successfully organizing complex international operations, she unplugs by embracing the organized chaos of family life and spontaneous weekend travels.

Her superpower? 
Contextual empathy. She instantly tunes into the unique mindset of any new client or culture, finding the exact common ground to build trust.

What won’t she do? 
Stay home on a weekend. After a highly disciplined workweek, she absolutely refuses to sit still on a Saturday.

Gábor Jandácsik

CFO & COO

With a three-decade career spanning both risk management and sales, Gábor brings a rare dual perspective to financial leadership. He approaches his role as CFO and COO much like a classic football defender: he knows the backline offers the best strategic view of the field, but he also understands that without scoring goals, the business cannot win. For him, financial modeling isn’t a tool to hold the team back, but a transparent safety net that empowers the organization to confidently chase growth. After a fast-paced day of balancing risk and reward, he relies on quiet “processing time” to mentally organize his thoughts, keeping his mind clear for genuine human connection.

His superpower? 
Stepping into your shoes. He instantly understands the real motivations of clients and colleagues without judgment.

What won’t he do? 
Walk away wearing them. He avoids unsolicited “if I were you” advice, giving you the context but leaving you the freedom to pick your own pa

Bálint Fischer

Chief Business Development Officer 

Bálint blends banking pragmatism with a builder’s curiosity. Having spent long years sitting in the client’s chair at major financial institutions, he intuitively understands the anxieties of digital transformation before they are even spoken. He is a “visionary doer” who combines a mathematician’s logic with a deep passion for connecting people, ensuring that technology serves human goals, not the other way around. Since joining Dorsum, he has been the driving force behind our international expansion and innovation. 

His superpower? 
Finding the courage to challenge “limits” that exist only in our heads. 

What won’t he do? 
Accept “because we’ve always done it this way”
as a valid answer. He is far too curious for that. 

Róbert Kő

Chairman of the Board

Robert brings the “emotional part” to the boardroom, focusing entirely on the people and trusting the experts with the professional execution. He believes that genuine trust is what carries a project to success, not just the contract. He is the one who finds cooperation even in a defeat, always looking for the positive outcome where others might see a loss.

His superpower? 
Creating balance in any conversation. He instinctively helps partners find their place in a meeting, ensuring the discussion is authentic and leads to a real connection.

What won’t he do? 
Ask “is there another way?”. He simply creates one, even if he must build the bridge himself.

Mariann Mészáros

Chief Executive Officer

Mariann brings over 25 years of enterprise discipline to Dorsum, yet she leads with a refreshing reliance on “common sense” over rigid corporate playbooks. She understands that strategy is nothing without the people who execute it, so she focuses on aligning organizational capability with business targets. For her, profitability is key, but she isn’t afraid to override the financial targets if the long-term market position demands it. She views leadership not as a solo performance, but as a shared responsibility. She strictly adheres to the motto that “no one should be a leader without empathy,”.

Her superpower? 
Balancing Strategy, Culture, and Numbers, instinctively knowing which one needs a push.

What won’t she do? 
Play the lonely hero. Lone wolves look cool in movies, but in business, they just get tired.