The best KYC providers for fintech SaaS are Sumsub, Veriff, Onfido, Jumio, Persona, IDenfy, and ComplyCube. Each serves different stages and use cases: Sumsub covers the widest compliance surface, Veriff leads on document UX, Persona offers the most flexible workflow…
The tension between founder-led growth vs enterprise sales in fintech SaaS comes down to timing and readiness, not ambition. Founder-led growth is the right sales motion for most fintech SaaS companies until they have closed at least 10 to 15…
Fintech SaaS gross margins are structurally lower than traditional SaaS margins because fintech companies carry cost-of-revenue burdens that pure software businesses do not: payment processing fees, banking infrastructure costs, compliance overhead, fraud losses, and partner revenue splits. A typical pure…
Compliance costs in fintech SaaS scale sharply with stage. At pre-seed, a founder can manage basic KYC and PCI requirements for $30,000 to $80,000 per year using third-party tooling. By Series A, when SOC 2, AML programs, and dedicated compliance…
Most fintech founders treat $10M ARR as a proof point, not a decision point. They have found a market, built a team, and survived long enough to have a real business. The assumption that follows is understandable: keep doing what…
Why Fintech GTM Is a Different Animal Most fintech founders come from product or engineering. They treat GTM as a downstream problem: build a great product, write some content, run some ads, and let the pipeline fill. That approach works…
Most fintech founders believe their sales cycle is slow because buyers are risk-averse by nature. Banks move slowly. Finance teams have long approval chains. Regulated industries just take time. There is truth in all of that. But when you look…
Most lists of top fintech companies rank by valuation, funding round, or press coverage. That tells you who raised money. It does not tell you why they won, what choices they made early that compounded, or what any of it…
Most founders run a version of the same mental model when they see churn spike: the product is too expensive, or a competitor undercut them, or the market shifted. That explanation feels clean. It also misses most of what is…
TL;DR Growth feels like a distribution problem until it becomes a systems problem. At $1M ARR, the issues are mostly about finding customers. By $3M to $5M, the cracks start appearing in places nobody budgeted for: a compliance review that…
