How Chime, SoFi, and Nubank are redrawing the digital banking map
For years, digital banks were the upstarts, carving out space on the promise of sleek apps, fewer fees, and a friendlier relationship with money. But the honeymoon phase of ‘fintech versus banks’ has ended. Now, the spotlight falls on who can actually scale, turn a profit, and keep growing without losing the very customers who signed up to escape Wall Street sameness.
Three names, Chime, SoFi, and Nubank, are providing three different answers to that existential question. Their recent moves echo the global digital banking sector that’s both maturing and experimenting with new endeavors.
Chime [CHYM]: The IPO debutante under pressure
Chime’s recent numbers underscore both promise and pressure. The neobank achieved profitability in the first quarter of 2025. And while the firm has seen profitable quarters before, Q1 2025 is the first to appear in tandem with its IPO filing.
By the numbers:
As of March 2025, the company reported $518.7 million in revenue for the quarter, up from $391.9 million a year earlier, with net income of $12.9 million.
For full-year 2024, revenue climbed to $1.67 billion, but the company still posted a small net loss of $25.3 million, though that’s a marked improvement from its $203 million loss in 2023.
Its member base sits at about 8.6 million active users, most of whom rely heavily on its debit and credit card products.
The fuller arc: After years of IPO speculation, Chime finally hit Wall Street this summer. Its IPO was priced at $27 a share and opened at $43, a 49% pop that resulted in a public market cap of about $9.8 billion.
The IPO raised $864 million, giving Chime a war chest to push deeper into its target market: Americans earning under $100,000 a year; nearly 200 million people who Chime argues are overcharged by the old banking system.
But IPOs are as much about what’s next as what’s past.
For banks, it’s a way to modernize without blowing up the ‘trust’ model
Coinbase, once a Silicon Valley outsider pitching crypto as an alternative to the banking system, is now doing business with the very institutions it was supposed to disrupt.
In recent weeks, two of the most prominent names in American finance — PNC and J.P. Morgan — have formally partnered with the exchange. It’s not a headline grab so much as a quiet redrawing of boundaries. The roles are shifting: banks are moving closer to the chain, and Coinbase is evolving beyond being just a crypto trading platform.
The partnerships, while distinct in purpose, point to the same broader trend: crypto is no longer relegated to the kids’ table. PNC is using Coinbase to bring crypto access directly into its digital banking experience. J.P. Morgan is embedding Coinbase integrations into consumer rewards and funding flows, and piloting tokenized deposit infrastructure on Coinbase’s Base chain.
Caught between the community banks that know every face in town and the global big ol’ boys that span continents, regional banks are increasingly making meaningful strides in marrying tradition with innovation.
In today’s 10Q edition, we spotlight two such publicly traded regional banks and the strategic moves they’re making.
Part 1: The PNC Case
A Pittsburgh-based institution with a national footprint: PNC Financial Services, headquartered in Pittsburgh, isn’t just a “regional” bank in the narrow sense. With assets of over half a trillion dollars and operations stretching from the Northeast to the Sun Belt, it occupies that increasingly blurred category of “super-regional.” It has a significant footprint in Pennsylvania, Ohio, and other Midwestern states, but its 2021 acquisition of BBVA USA widened its reach drastically into Texas, Arizona, and Alabama, giving it true coast-to-coast visibility.
PNC has positioned itself as an active player in a fast-evolving financial landscape. The bank has been steadily investing in technology, digital banking platforms, and financial literacy tools. But its most recent move signals a brave step into a territory still considered high-risk or unproven by many traditional banking peers.
Crypto, carefully – PNC’s partnership with Coinbase: In July 2025, PNC announced a partnership with Coinbase to expand access to crypto-related financial services for its clients.
Unlike many crypto service launches that flood retail markets with apps and coins, this collaboration is institutional in focus. The partnership is structured to serve institutional clients — institutional investors, businesses, high-net-worth individuals, and possibly fintech infrastructure needs — rather than the average retail investor.
The move allows PNC’s banking clients to buy, hold, and sell cryptocurrencies directly through PNC’s own platform, powered by Coinbase’s Crypto-as-a-Service (CaaS) infrastructure. This gives PNC a “plug-and-play” model for digital asset access, while maintaining the brand consistency and trust it has built over the decades.
Payoneer’s approach: embed deeply within businesses, not just alongside them
Payoneer is focusing on sustained growth. The company is increasingly integrating itself into the core operations of its users, particularly the fast-growing global SMBs and digital-first enterprises it serves.
The company’s recent product updates demonstrate its ambitions, positioning itself as a critical platform for how global businesses transfer and manage funds.
A key part of this update is Payoneer’s new integration with NetSuite. It allows for real-time data syncing between Payoneer and NetSuite’s ERP system, helping businesses cut down on manual uploads and reduce the typical end-of-month reconciliation workload.
In addition, Payoneer now supports PayPal payments globally, giving businesses another option for how they get paid. Combined with features like unified payment requests and automated invoicing, these tools are meant to ease the operational burden, particularly for smaller teams managing payments with limited resources.
The third product update enables local spending in Japanese Yen via Payoneer Card and smarter FX tools (including real-time alerts and target rate conversions). This hints at a broader strategy: helping businesses manage global money flows with the same ease they expect from domestic tools.
I had a conversation with Oren Ryngler, Payoneer’s Chief Product & Technology Officer, to learn about the motivation driving these product enhancements and how they support the company’s goal of becoming a foundational part of its clients’ financial infrastructure.
Financial institutions are drowning in payment complexity. Between legacy systems, and the accelerating pace of change in how people pay, banks face a modernization crisis that threatens their competitive position. At the FIS Emerald Conference 2025, FIS announced a partnership with Episode Six which is designed to address these challenges head-on.
Episode Six, an API-driven payments technology provider, will now be working with FIS to deliver a cloud-based, end-to-end digital payments platform. The collaboration brings together FIS’s global scale and institutional relationships with Episode Six’s modern, configurable payment infrastructure. The new partnership will allow FIs to scale beyond their local borders, without having to build new tech and processes from scratch.
“We did some pretty hefty research over an extended period of time,” said Rob Hudson, Head of International Banking, at FIS. “It became very apparent very quickly that Episode Six was the one that we wanted to work with. This was the standout opportunity for us, without doubt.”
John Mitchell, CEO and co-founder of Episode Six, emphasized the strategic nature of the partnership. “We’ve always envisioned that if we had a partner with the strengths and the scale of FIS, that our platform would be used in a much broader capacity,” he said. “This partnership is going to enable us to present a solution that will allow all of our clients to innovate at scale.”
Listen to the podcast to learn what financial executives can do to navigate legacy system constraints surprisingly well, tackle global payment complexity to expand internationally, and implement progressive modernization without putting careers on the line. It’s a conversation on practical strategies for overcoming institutional resistance to change while delivering the cloud-native solutions that modern banking demands.
Most financial institutions struggle with decades-old technology that wasn’t designed for today’s payment landscape. These systems create complexity that prevents banks from keeping pace with customer demands and fintech innovation.
“Most of the financial institutions are struggling to innovate and to keep up with the demands of their consumer and wholesale customers around real-time payments,” Mitchell explained. “You have systems that have been around for decades that are really designed for a world that’s gone – that’s changed.”
The challenge extends beyond individual institutions. Even innovative banks remain constrained by the broader payment infrastructure. “Even if a bank or a financial institution is highly innovative, forward thinking, and does wonderful stuff that other people want to copy, they’re still reliant on ancient legacy technology to move money outside of them,” Hudson noted.
This creates a cascading effect where the entire ecosystem moves slowly, regardless of individual institution capabilities. The partnership aims to break this cycle by providing modern infrastructure that can integrate with existing systems without requiring wholesale replacement.
Global complexity demands sophisticated solutions
The partnership’s value proposition centers on reducing market entry friction. Where institutions previously needed to build separate systems for each jurisdiction, the combined platform handles geographies and regulatory frameworks through a single integration. The approach transforms international expansion from a multi-year technology project into a configuration exercise.
“A lot of the customers and consumers are looking for solutions that are more global in nature,” said Chermaine Hu, CFO and co-founder of Episode Six. “The world is much more connected today than 10 to 20 years ago. So it’s getting even more complicated because you need products that can serve across different countries, currencies, and deal with different regulations.”
Hudson emphasized the regulatory complexity that the partnership helps navigate: “If you take moving money outside of the country in which you’re domiciled, things get so much more complicated.” The partnership leverages FIS’s global regulatory expertise alongside Episode Six’s flexible architecture to address these challenges systematically.
The realization that modernization is critical hasn’t hit for many
Beyond technology, the partnership faces the challenge of changing institutional mindsets around payment modernization. Many financial institutions remain hesitant to address their technology debt, either due to concerns about system fragility or reluctance to tackle complex projects.
The education that you need to do something actually [is lacking], because a lot of institutions, particularly the more technical side, are either worried about the fragility of their existing system and therefore don’t want to touch it, or they think I’ll leave that for the next guy,” Hudson explained.
This institutional inertia creates market opportunities for more agile competitors. Hudson warned that established banks face real competitive pressure: “We’ve got smaller banks already in a position where they’re taking salary deposits into their current account, and that will grow, and these big banks will start to suffer, and they’re going to have to do something.”
The partnership addresses these concerns by combining Episode Six’s modern technology with FIS’s institutional credibility. “The financial strength and the scale of FIS means so much to our organization, and it means so much to that CIO who wants to keep the lights on. That’s the trust that FIS has built over the years.” Mitchell said.
Progressive modernization over rip and replace
The industry has moved away from wholesale system replacements toward more gradual modernization approaches. This shift reflects both the practical challenges of large-scale technology overhauls and the career risks they pose to decision-makers.
“Progressive modernization has been a big idea,” Mitchell said. “In the late 2010s we saw a lot of initiatives around rip and replace and there was a realization that it’s not realistic.” Modernizing progressively allows banks to “move at their pace, at their budgets” while reducing implementation risk.
“We can sit on top, we can sit on the side, and so it’s a very smooth transition, and it’s a lower risk proposition for someone to want to try something new,” added Hu.
The modular approach allows FIs to start with a single product or portfolio, validate the solution’s effectiveness, and then expand their usage over time -– reducing both financial risk and operational disruption.
The pace of change in payments continues to accelerate, making system flexibility a crucial competitive factor. Financial institutions need the ability to respond quickly to market changes, regulatory updates, and customer demands.
“The way people pay is changing, and that rate of change is accelerating,” Mitchell observed. “Being able to make these tweaks or wholesale changes or launch new products very quickly is a big benefit to those that are using the system.”
The partnership’s cloud-native architecture enables this agility. “Making changes is no longer going to be ‘I submit requests to my provider, six months later, they’ll look at it,'” Hu said. “Many changes are really configuration adjustments for us. A business person can go and tweak those through your dashboard.”
Through the FIS and Episode Six partnership, FIs can adapt and react to market changes much faster, and it may also change how institutions approach product development and customer service.
Big doesn’t mean broad for these public regional banks
It makes sense to think of American banking as a game dominated by Wall Street giants, but beneath that surface, a subtler, deeper, and less conspicuous banking layer has been steadily growing.
Across the US, regionally rooted banks have grown into billion-dollar public institutions by focusing sharply on the nuances of the communities they serve. They don’t try to be everything to everyone; their mantra is to go deep, not wide.
We take a look at five of the largest US publicly listed regional banks that have remained loyal to their geographic base, which has enabled them to establish a strong presence.
The new card is just one step in PayPal’s broader commerce strategy
Even as tap-to-pay and mobile wallets become popular, the physical card isn’t going anywhere just yet. PayPal is the latest firm to reaffirm that belief, rolling out a new physical card that brings its PayPal Credit offering into brick-and-mortar stores.
The move broadens PayPal Credit’s reach, bringing it to in-store purchases, in addition to online checkouts with PayPal. It has a limited-time perk: customers can divide their payments on travel purchases over six months through promotional financing, with no minimum spend required. Shoppers can also apply for a PayPal Buy Now Pay Later loan at checkout in person. The new PayPal card is expected to roll out in the coming weeks to US customers.
I spoke with Scott Young, Senior Vice President, Global Head of Consumer Financial Services at PayPal, to learn more about the new card and how its launch signals PayPal’s broader shift from a payment processor to a commerce platform.
Notes from the desk:Welcome to this month’s Quarterly Review, a series where I dive into what executives from some of the best brands in financial services are focusing on in this quarter, as well as how they are planning to achieve their goals. It’s a chance for the industry to learn about what goes on behind an FI’s four walls and how leadership manages their priorities.
It seems like only yesterday I was trying to figure out how a series like this could work from a financial services journalism point of view. But its already been more than year since The Quarterly Review launched and we have had some really powerful voices join us on the chair. Executives from fintechs like Acorns, Current, Public, and Zelle, as well as leaders from banks like JPMC, Citizens, Laurel Road, and Fifth Third have joined us on the hot seat to share stories of growth, challenges, and resilience.
In this edition we will check back in with Zelle’s GM, Denise Leonhard.
Improve product reliability, UX, and features to meet the financial needs of more consumers and SMBs.
Seven months later, Leonhard is back to report that Zelle has successfully moved past the $1 trillion mark while significantly growing its partner network and customer base along the way.
The brakes are off, but the steering still matters
Few firms have had to earn their second chance more publicly than America’s biggest banks. Among them, Wells Fargo has been on one of the longest and most punishing roads to redemption in recent financial history.
Over the last few years, the bank has been busy rebuilding from within: restructuring leadership, simplifying its operations, modernizing technology, and tightening its risk controls. This reinvention wasn’t voluntary. Back in 2018, the Federal Reserve imposed a strict limit on Wells Fargo’s total assets, capping them at $1.95 trillion. This was all following a series of scandals, which included, most infamously, the creation of millions of fake customer accounts to meet sales targets.
Wells Fargo was barred from increasing its balance sheet because of the cap, which meant it could not:
Take on more deposits from customers (especially large commercial clients).
Make more loans to individuals or businesses beyond a certain level.
Expand trading books or grow in capital-intensive areas like investment banking.
Scale new business lines quickly, even if market demand exists.
Why it matters: In banking, growth typically comes from expanding assets: more deposits in, more loans out, more products sold, more capital at work. The cap froze Wells’ growth.
During 2018-2025, Wells Fargo likely had to:
Turn away new customers or shed low-yielding assets to make room
Prioritize efficiency and capital-light business areas (like wealth management or advisory)
Focus on fixing internal controls instead of aggressively competing in the market
In June 2025, that cap was finally lifted. After more than seven years, the bank is no longer under the growth restrictions that defined its post-scandal trajectory. This is more than regulatory housekeeping; it marks the end of Wells’ painful chapter and opens up the beginning of a new era of competitiveness.
But this development also raises a critical question: What did it cost Wells to get here? And what exactly does it plan to do with its regained freedom?
In the early 2010s, Wise (then known as TransferWise) made a name for itself by targeting the bloated fees of international money transfers. Its brand was scrappy and distinctly European. But over a decade later, the company’s next chapter isn’t being penned in London or Tallinn, but on Wall Street.
Earlier this month, Wise announced it plans to shift its primary stock listing to the US, a move both strategic and symbolic that underscores tectonic shifts in the global listings landscape.
From crown jewel to continental drift: The primary London listing exodus Before zeroing in on Wise’s decision, let’s take a step back to analyze the situation at the London Stock Exchange (LSE). The past five years have seen a steady drip of high-profile companies leaving the LSE in favor of the US, a migration that now totals over $100 billion in market cap.
Marsh & McLennan, a professional services provider in risk, strategy, and HR, announced its plan to delist from the LSE in October 2023 and cancel its listing on the Official List of the UK Financial Conduct Authority. The company cited the disproportionate costs and administrative burdens of maintaining a secondary listing in London, given that the majority of its trading occurs on the New York Stock Exchange (NYSE). The delisting took effect on November 27, 2023. Similarly, other firms like construction supplier Ferguson and pharmaceutical firm Indivior have all either moved or are moving primary listings to US exchanges.
The reasons cited are familiar: lackluster liquidity in London, persistently lower valuations, and limited index inclusion options for growth companies. Despite the UK’s post-Brexit ambitions to become a tech and finance hub, its primary exchange seems increasingly less appealing to the very firms that represent its future.
Wise’s situation fits this mold, but also tells us more.
