Our round up of the five neobanks best positioned to lead the space in 2026… Nubank (Nu Holdings) Why It’s…

Our round up of the five neobanks best positioned to lead the space in 2026…

Nubank (Nu Holdings)

Why It’s Likely to Lead in 2026: Nubank already has over 100 million customers in Latin America and is actively pushing into new markets, including applying for a U.S. banking charter. This international expansion, combined with strength in credit, deposits, and FinTech adjacent services, gives it a shot at becoming a truly global neobank.

Risks/Challenges: Breaking into the U.S. (or other mature markets) is tough. Regulatory compliance, competition from domestic digital banks, and local consumer trust are big hurdles.

Revolut

Why It’s Likely to Lead in 2026: Revolut has deep product breadth (multi-currency, trading, credit, crypto, business accounts), and is aggressively expanding globally. It also has strong brand momentum. For instance, it was named the fastest-growing bank brand in the UK. Revolut’s capacity to cross-sell services and innovate puts it in a strong position.

Risks/Challenges: Scalability of regulatory compliance across many jurisdictions, potential regulatory crackdowns, and maintaining profitability with heavy investment costs are key risks.

Monzo

Why It’s Likely to Lead in 2026: Monzo recently crossed into profitability, bolstered by rising interest rates and growth of its lending and subscription services. It also has ambitions to expand beyond the UK into broader Europe and the U.S. As more neobanks are judged by their ability to monetise at scale, that profitability is a strong signal.

Risks/Challenges: Expansion outside the UK will test its product-market fit, regulatory compliance in new regions, and capital backing. Also, competition in the mature markets is fierce.

Bunq

Why It’s Likely to Lead in 2026: Bunq is one of the stronger pan-European neobanks, with multi-IBAN accounts, a broad user base across Europe, and deposit protections under EU frameworks. Its steady growth in deposits and commitment to European expansion gives it a solid foundation in its home turf.

Risks/Challenges: Scaling beyond Europe (or outside the EU regulatory regime) is harder. Also, its earlier ambition in the U.S. seems to have been pulled back, demonstrating how regulatory unpredictability can slow growth.

U.S. Digital Banks

Why It’s Likely to Lead in 2026: While Chime, SoFi, Varo, and others aren’t “neobanks” in the same exact model in all respects, they are dominant digital banking players in the U.S. market. Their deep user bases, product stacks (savings, credit, investing), and ability to leverage scale make them key contenders in the “neobank era”. As the U.S. digital banking adoption continues, one or more of these could claim leadership by 2026.

Risks/Challenges: U.S. regulation, interest rate cycles, competition from incumbents and fintechs, and margin pressures are big challenges. Also, converting free users to revenue-paying ones is an ongoing tension for all these models.

Honorable Mentions / Dark Horses

  • Starling Bank (UK) — It already has a strong UK presence, though regulatory scrutiny (e.g. fines) is a risk.
  • Kroo (UK) — Newly licensed, growing deposits quickly, potentially disruptive in niche markets.
  • Regional & Asia / Africa challengers — Several neobanks in Asia, Africa, Latin America, and Southeast Asia are scaling fast; some may emerge as leaders in their regions (and eventually go global).

Conclusion & What to Watch

By 2026, what will separate the winners from the also-rans are:

  1. Profitability / Unit Economics — It isn’t enough to grow; you need sustainable margins.
  2. Regulatory & Compliance Strength — Multi-jurisdiction operations demand strong controls.
  3. Platform / Ecosystem Expansion — Embedding finance (e.g. via APIs, partnerships), offering non-bank products (insurance, investing) will be key.
  4. Global Reach & Localisation — The ability to expand across borders, but localise offerings to fit each market.
  5. Trust & Resilience — In banking, trust is critical. Neobanks will be judged harshly on outages, fraud, security, and financial stability.
  • Digital Payments
  • Neobanking

Our maiden cover story follows the irresistible global rise of Revolut and the customer-focused growth agenda for the leading global…

Our maiden cover story follows the irresistible global rise of Revolut and the customer-focused growth agenda for the leading global financial technology company.

Read the launch issue of FinTech Strategy here

Revolut: All-in-one digital money management

Our cover story follows the irresistible global rise of Revolut. We hear from its Australia & NZ CEO Matt Baxby about the customer-focused growth agenda for the leading global financial technology company. “Traditional banks are great at putting their head in the clouds around strategy and what the vision for the future looks like. Where they really fail is translating that to what needs to happen in the next quarter to begin to realise that vision. And that’s where Revolut’s strengths lie, with a real orientation to action.” 

ClearBank: A new era in Financial Services

We speak with ClearBank’s UK CEO, Emma Hagan, about how the digital bank is disrupting the market to deliver regulated banking infrastructure – at speed. “We are not encumbered by legacy platforms, systems or technology and don’t have to battle outdated processes. Everything was built new based on what our clients need from an infrastructure-type bank in the market.”

NatWest: Banking open for all

Head of Group Payment Strategy, Lee McNabb, explains how a customer-centric vision, allied with a culture of innovation, is positioning NatWest at the heart of UK plc’s Open Banking revolution: “The market we live in is largely digital, but we have to be where customers are and meet their needs where they want them to be met. That could be in physical locations, through our app, or that could be leveraging the data we have to give them better bespoke insights. The important thing is balance… At NatWest, we’ll keep pushing the envelope on payments for a clear view of the bigger picture with banking that’s open for everyone.”

EBRD: People, Purpose & Technology

We speak with the European Bank for Reconstruction & Development’s Managing Director for Information Technology, Subhash Chandra Jose. With the help of Hexaware’s innovation, his team are delivering a transformation programme to support the bank’s global investment efforts: “The sweet spot for EBRD is a triangular union of purpose, people, and technology all coming together. This gives me energy to do something innovative every day to positively impact my team and our work for the organisation across our countries of operation. Ultimately, if we don’t get the technology basics right, we can’t best utilise the funds we have to make a real difference across the bank’s global efforts.”

Innovation Group: Enabling the future of Insurance

“What we’ve achieved at Innovation Group is truly disruptive,” reflects Group Chief Technology Officer James Coggin. “Our acquisition by one of the world’s largest insurance companies validated the strategy we pursued with our Gateway platform. We put the platform at the heart of an ecosystem of insurers, service providers and their customers. It has proved to be a powerful approach.”

OSB Group: Building the bank of the future

Group Chief Transformation Officer Matt Baillie talks to Interface about maintaining the soul of a FinTech with the gravitas of a FTSE business during a full stack tech transformation at OSB Group. “We’ve found the balance between making sure we maintain regulatory compliance and keeping up with customer expectations while making the required propositional changes to keep pace with markets on our existing savings and lending platforms.”

Begbies Traynor Group: A strategic approach to digital transformation

We learn how Begbies Traynor Group is taking a strategic approach to digital transformation… Group CIO Andy Harper talks to Interface about building cultural consensus, innovation, addressing tech debt and scaling with AI: “My approach to IT leadership involves creating enough headroom to handle transformation while keeping the lights on.”

Read the launch issue of FinTech Strategy here