For marketers targeting financial services audiences, understanding the neobank landscape reveals where consumer banking behavior is heading and how to reach customers who increasingly manage money through apps rather than branches.

FIs need to contend with the growth of stablecoins as a payment mechanism and their popularity as an asset Gen Z consumers favor for a number of different banking uses.

Competing with lenders is part of this play.

Prediction market companies Polymarket and Kalshi are valued in the billions of dollars—but risk abounds.

The 10 most-read briefing articles of 2025 included analyzing Gen Z behavior, AI agents, and more.

Mercury has filed with the Office of the Comptroller of Currency (OCC) for a national bank charter and applied to the Federal Deposit Insurance Corporation (FDIC) for deposit insurance. By obtaining a bank charter, Mercury will de-risk by eliminating the need for partner banks and putting banking services entirely under its control. Partnerships between fintechs that are bank lookalikes and sponsor banks are giving way to the next wave of licensed financial institutions (FIs) and a new definition of “traditional banking.”

PayPal filed to form PayPal Bank with the FDIC and Utah Department of Financial Institutions. Banks and credit unions should anticipate expanded interest-bearing offerings from PayPal Pay Later if its license is approved. And PayPal has a built-in advantage because its buy button and credit underwriting can all happen during the checkout process—whereas banks and credit unions have to rely on consumers applying for a loan well before they intend to complete a transaction. Credit unions should emphasize their competitive interest rates to consumers choosing between their loan products or a PayPal loan.

Consumer loan volume and credit risk are getting harder to gauge as lending moves away from banks and into alternative consumer lending. One estimate says that private funding for consumer lending fintechs could support almost $140 billion in global lending over several years. FIs’ general disinterest in riskier borrowers means that they migrate to fintechs, which may retain the risk or shift it to banks and investors in ways that reveal little about borrowers on the hook for repayment. If the trend continues, widespread defaults could hit the financial system, and few will know exactly what to expect.

Revolut sold shares that valued the company at $75 billion. The amount raised was unclear, but the buyers included several venture firms and asset management firms that commonly invest in private shares. Revolut’s global success has been remarkable. But it may just crowd the graveyard of foreign neobanks that have tested the US waters. N26 quit in 2022 after two years. When Bunq tried in 2023, it gave up after getting tied up in regulatory reviews. Monzo still operates in the US but gave up hope of getting a banking license. Incumbents have a lot to fear, but Revolut doesn’t have a slam dunk.

Banks are gradually improving speed, control, and transparency in mobile banking—but as expectations rise, incremental updates won’t cut it. Our ninth annual study reveals where real-time innovation can still set new leaders apart.

Block’s latest earnings report revealed strong performance from Cash App, in contrast to Square's disappointing results. Banks once feared that neobanks would usurp them, but it’s now clear that these fintechs primarily compete with each other. After consolidating industry niches, they’ve scaled rapidly—expanding their product offerings as they fight for the same consumers.

Mercury—a fintech that serves startups, VC firms, and small businesses with banking products and services—announced $650 million in annualized revenue for 2025, up 30% from 2024’s year-end $500 million. Some banks have invested heavily in digital for business customers, betting that more sophisticated self-service will support market share growth. These investments mean that the business digital experience is increasingly a differentiator between banks. But it’s a half measure. This approach to growth is fighting the last war to avoid irrelevance—by catching up to where competitors are today.

Dave reported $150.8 million in revenue in Q3 2025, up 63% YoY, and a net income of $92 million. The neobank reported 843,000 new members, a 25% increase in debit card spend to $510 million, short-term advance loan originations of $2 billion, and a customer acquisition cost (CAC) of $19. Neobanks’ original positioning as scrappy underdogs fighting the good fight against banks has transformed. It is now a story about how neobanks carved out a new niche catering to underserved customers, mostly competing with other neobanks.

Wealthtech funding for 2025 is set to double last year’s figure and has already hit $4.2 billion as of September, according to a CB Insights report. And based on year-over-year hiring, three of the top five fastest-growing fintech segments fall under wealthtech. In our September 2025 report “Winning the Great Wealth Transfer in Wealth Management,” we noted that banks face three key considerations in competing against wealth techs: How to blend self-service and human connection, how to personalize services, and what investment vehicles to offer.

The FBI arrested the CEO of Evolve Bank & Trust on child pornography charges, per Banking Dive, amid the bank’s deep compliance crisis. A spokesperson told Banking Dive that Hartheimer’s role has been terminated. Evolve’s precarious situation, made more so by the sudden departure of its CEO, underscores how weak internal controls and poor partner oversight can ripple through the business. One lesson is clear: Reforming internal culture, board oversight, and fintech-integration strategies are foundational to banks that want to offer these services.

The effects of the Capital One-Discovery merger are still coming into relief, two quarters after the deal exploded the size and scope of Capital One’s business. If issuers continue to reorient their investments strictly to their premium offerings, subprime cardholders will become increasingly stranded for lines of credit from incumbents. This gives an opening for fintechs and buy now, pay later platforms to snag this population, as traditional lenders back away from credit-thin consumers in pursuit of wealthy spenders.

JPMorgan Chase spends $2 billion per year on AI and finds an equal amount of cost savings as a result, said CEO Jamie Dimon in a recent Bloomberg TV interview. During its April investor day, JPMorgan forecast spending $18 billion on technology in 2025. JPMorgan is increasing the gap between the haves and have nots in bank technology. AI development in financial services, supported by modern platforms, is outrunning nearly everyone.

Walmart’s OnePay will reportedly offer crypto trading and custody through its banking app, per CNBC. Major retailers like Walmart and Amazon can save substantial margin on each transaction if they can get consumers to use their own crypto instead of traditional payment rails. While the ramp up to stablecoin issuance would take time, more operationally ready ventures like crypto-powered remittances stand as easier plays to execute.

Charlie Javice, who founded a fintech that JPMorgan Chase acquired in 2021 for $175 million, was sentenced to seven years in prison for pitching the deal based on fraudulent records that exaggerated the size of the fintech’s customer base by several million. Fintechs can be valuable partners and shrewd acquisitions, but for banks, they may also be a siren song. A hunger for growth and a thirst for the next best thing can impair otherwise clear management judgment. Due diligence should be thorough and strategic planning measured.

Fintech isn’t just a budgeting tool—it’s becoming a partner in Gen Z’s resilience, according to Plaid’s “The Fintech Effect” report. We knew that fintech use was on the rise and that Gen Zers even prefer these digital competitors to traditional banks. And these findings reinforce why financial institutions must either work with fintechs to deliver more complete suites of financial products, or prioritize developing them in-house. They also underscore the importance of viewing fintechs as potential partners, rather than competitors. This raises the question of whether charging fintechs fees for customer data access could backfire and drive fintechs—and customers—to competitors.