Agustín Guerra is the CEO and Co-Founder of Vangwe, a Consulting and Software Development company specialized in Fintech and Payments.
A handful of well-funded fintechs have shut down in the last couple of years, including Synapse and Solid. In each case, the consumer-facing product was perfectly fine. They didn’t fail because users disliked the app. More likely, they failed because the part of the product nobody sees (the compliance, risk and partner-bank machinery underneath everything) wasn’t built to the same standard.
That’s the part I see a lot of fintech founders are still underinvesting in. And it’s likely to decide who’s still standing five years from now.
For a long time, “product” in fintech meant the screens a customer touches, like the onboarding flow, dashboard and transfer screen. That’s where the design talent went, where the PMs went and where the engineering velocity went. The rest of it (e.g., KYC, transaction monitoring, dispute handling and model governance) got tagged as compliance and shipped over to a different org with a smaller budget and hiring pipeline.
That made sense 10 years ago. It doesn’t really anymore. Here’s my take on why.
The visible layer has been commoditized.
A small team with Stripe, Plaid, Persona and a good designer can ship a credible fintech UI in a couple of months. AI tooling is making that even faster. But if your only real differentiator is “we built a nicer onboarding flow,” you probably have a six-month head start until the next well-funded team copies it.
The customer-facing layer still matters. You can’t win without it. But on its own, it isn’t enough of a moat anymore.
Post-Synapse changed the rules.
After the Synapse situation, sponsor banks largely stopped treating fintech partners as customers. They started treating them as extensions of their own compliance perimeter. That means more diligence, more controls and more proof. The fintechs that came through the shakeout in good shape had already built compliance like a product, instead of bolting it on later.
Regulators have been pretty clear this isn’t a temporary cycle. It looks more like the new baseline.
What does this look like in practice?
If you’re running a fintech, the change is mostly organizational. A few things have stood out from the teams I’ve watched do this well.
1. Stop staffing the hidden layer with the B team. Your KYC orchestration, transaction monitoring, dispute UX and model governance need the same caliber of engineers and PMs you put on your consumer flows. If your best PM is on the sign-up screen and your weakest is on chargebacks, it’s worth asking whether the priorities are right.
2. Hire compliance leadership earlier than feels comfortable. A lot of founders bring in a chief compliance officer at Series B, after a partner bank has already started asking hard questions. Instead, hire that role at seed and let them shape the product from day one.
3. Treat your loss data as IP. The vendor that decides fraud for you is also deciding for your competitors. Where it makes sense, build the pieces where your data compounds in-house, even if it’s slower at first.
4. Do real diligence on your sponsor bank. They can shut you down. It’s worth asking the same questions about their controls that they ask about yours.
5. Point your AI investment at the hidden layer first. Document review, transaction monitoring, audit-ready evidence trails and adverse media screening—that’s where AI tends to pay off in fintech. Another customer-support chatbot probably won’t move the needle much.
Reframe the goal.
Fintech leaders are often told to choose between speed and rigor. I think it’s a false choice. When the hidden layer is built like a real product, with the same talent and the same care, rigor is what makes speed durable.
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