Karsten Wenzlaff, Advisor
August 26th, 2025
November 3, 2026

Photo by Gabrielle Henderson on Unsplash
Most families meet their notary and their financial planner at different moments, in different offices, often years apart. The will gets signed in one place, the life insurance policy is arranged in another, and the retirement plan takes shape somewhere else again.
For Jason Barakat, President and CEO of Nolos Cabinet Multidisciplinaire Inc. in Montreal, that separation is where family protection tends to come apart. His view is easy to state and harder to put into practice. He sees the legal plan and the financial plan as two halves of the same promise a parent makes to a family, and when the people who build each half never speak, the family ends up carrying the risk.
A complete family protection plan has legal and financial sides. The legal side covers documents such as wills, protection mandates for incapacity, and marriage or cohabitation agreements, while the financial side covers life and disability insurance, retirement savings, and the beneficiary designations attached to each account and policy.
Each side can be done well on its own and still work against the other. A beneficiary designation on an insurance policy might send money somewhere the will never intended, or a will might divide an estate in a way that looks fair on paper but leaves heirs without the cash to settle debts or taxes. Nobody in either office made a mistake; the two plans just never met.
That gap is familiar ground for Jason. From 2003 to 2021, he served as President and Principal Officer of La Capitale Services Conseils, where he developed specialized financial services for Quebec's public sector employees and helped workers plan for retirement.
During that period, the firm's assets under management grew from $300 million to over $3 billion. Working at that scale keeps a leader close to the moment when financial plans meet real family life.
In Quebec, the notary holds a distinct place in family matters. A notarial will, for example, does not need to be probated by a court, which can spare a grieving family time and cost. Notaries also draft protection mandates and marriage contracts, the documents that decide who acts and who inherits when life changes suddenly.
Financial planners deal with a different set of questions. How much income would the family need if a parent could no longer work? Is there enough coverage to carry the household, or to fund the children's education? Are retirement savings on track, and who receives them?
According to Jason Barakat, those two sets of questions belong in the same conversation. The notary understands what the law allows and requires, and the planner knows what the family can afford and what it would need in a crisis. With both looking at the same plan, contradictions surface early, while there is still time to fix them.
That conviction shaped the company he founded in 2022. Nolos Cabinet Multidisciplinaire Inc. brings FinTech, InsurTech and LegalTech together on one platform, with an ecosystem that includes a Quebec-based legal firm, a notarial study and a national financial MGA (Master General Agency) distributing protection and wealth solutions from Canada's top financial institutions.
The team was built to match. Lawyers, notaries, financial planners, and experts in related fields work inside the same organization, so a family's legal and financial needs get looked at together from the start.
The structure serves a mission of access. Nolos was built to open legal and financial services to middle-class families, the households that often can't justify hiring several separate professionals and asking them to coordinate. Wealthier families have long had that coordination through family offices, a world Jason knows well.
In 2021, he partnered with Peartree Canada to help family offices, high-net-worth individuals and organizations with strategic giving and philanthropic planning. Nolos applies a similar principle of coordinated advice to a much wider group of Canadians.
Putting professionals under one name is only a first step; they also need to share information, keep documents consistent, and give families a clear view of where their plan stands.
Jason's answer to that challenge is technology. In 2022, he acquired Skylegal, a Quebec legaltech firm. More recently, he acquired a tech firm that develops software and applications for public and private institutions, adding further technological capabilities to the Nolos platform. His aim is to bring legal and financial services under one roof so the family using them experiences something coherent and not a collection of separate appointments.
He is equally clear that technology supports the human relationship. A family deciding who will care for their children, or how to provide for a spouse, needs a trusted professional across the table, and good systems give that professional a fuller picture of the family's situation.
Jason's interest in this field runs through his own education and service. He studied finance and business law at Concordia University's John Molson School of Business and completed extensive studies in estate planning, individual and group insurance, and strategic philanthropy.
In 2023, he launched a charitable foundation, later named the Nolos Foundation, with a mission of access to justice and family legacy planning. The foundation carries the same belief that drives the company, namely that financial knowledge and legal protection should be within everyone's reach, including people who can't afford a full team of advisors.
As a husband and father of two, he also approaches the subject personally. Estate planning works best when it begins with the conversations a family has before a crisis, while decisions can still be made calmly and together.
For families who have never brought their advisors together, the first step can be modest. Gather the existing documents, meaning the will, any protection mandate, insurance policies and the beneficiary designations on retirement accounts, and ask whether the people who prepared them have ever compared notes. Often they haven't.
Jason Barakat believes that single question is where better family protection begins. Through Nolos and its foundation in Montreal, he continues to build a model where notaries and financial planners work from the same plan, so more Canadian families can count on protection that holds together when they need it most.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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November 2, 2026 | NCFA Market Activity | Artificial Intelligence And Data, SME Finance And Business Banking, Canada

BDC Connects AI Adoption, SME Productivity and Financing
On November 2, 2026, the Business Development Bank of Canada BDC launched Mission AI and AI Studio to improve AI adoption and financing for Canadian SMEs. Mission AI will test Canadian AI products with small and medium sized businesses and measure whether they improve real business workflows. AI Studio is an internal BDC initiative that will also build and deploy AI inside the bank to make support and financing faster, simpler and easier for entrepreneurs to track.
BDC works with thousands of SMEs and, as of September 2026, was directly or indirectly invested in more than 300 Canadian AI companies representing nearly C$800 million in total investments. Mission AI connects Canadian AI suppliers with SME buyers. AI Studio applies AI to BDC's own lending and service operations, where document collection, analysis, underwriting and servicing all carry costs.
According to BDC, 69% of Canadian SMEs are AI Novices, meaning they use AI rarely or not at all. Another 83% remain in the learning phase and only 5% qualify as AI Leaders with AI deeply integrated into operations and decisions. BDC's June 2026 AI and digital transformation research found that 30% of SMEs use generative AI and that users in its study were 24% more productive than nonusers. The 24% figure is an observed difference, not proof that AI caused the full gain.
Mission AI starts with business problems rather than software. BDC plans to identify common SME needs, find Canadian AI products that address them and test those products with panels of entrepreneurs. Examples include preparing quotes in minutes instead of hours, processing invoices, following up on sales opportunities and using AI agents for routine customer questions and bookings.
Dominic Gagnon, Managing Director of Mission AI, says “An entrepreneur should not have to become an AI expert to benefit from it.” BDC plans to use real deployments and measurable results to show other businesses which products work and how they can be implemented.
An SME owner still has to decide whether a product is credible, whether it works with existing systems, how much staff time implementation will consume and whether the expected gain justifies the cost. If the same Canadian product repeatedly cuts quoting time, invoice handling or administrative work across comparable businesses, the next buyer has operating proof instead of a vendor claim. BDC has not said Mission AI products will be free or offered at discounted prices, so affordability will still matter once a business moves beyond testing. Mission AI can therefore reach businesses that are much earlier in AI adoption than the firms eligible for BDC's larger technology financing programs.
BDC's C$500 million LIFT program is more selective. Its digital transformation and AI stream is available to Canadian businesses with at least C$1 million in annual revenue, demonstrated profitability, a strong financial foundation and solid credit history. A BDC Advisory Services digital plan is mandatory, and financing ranges from C$25,000 to C$2 million for eligible investments including data infrastructure, AI implementation, enterprise systems, cybersecurity, training and integration.
The 2026 Bank of England and FCA AI survey shows how adoption changes as firms move further into deployment. Some 86% of responding UK financial firms use AI. Among firms completing the short survey, 73% use AI and 64% report current or planned use in operations. These are regulated financial firms rather than Canadian SMEs, so the percentages are not directly comparable.
Only around 7% of the AI systems reported by UK firms were considered highly material. Integration into existing business processes remained a major constraint. High adoption did not remove the harder work of integration, controls and human oversight.
BDC's digital research puts more numbers beside Canada's AI Productivity Test Is Execution: 96% of Canadian SMEs use at least one digital technology, but only 23% have high or very high digital maturity. BDC estimates Canadian GDP could eventually be nearly 14%, or C$350 billion, higher if SMEs reached the digital maturity of the most advanced firms. The estimate covers digital maturity broadly rather than AI alone.
Canadian AI companies need customers, implementation evidence and repeatable sales channels. Selling one small business at a time can be expensive because SME buyers are fragmented, contract values are smaller and each customer may need help deciding whether an unfamiliar product is worth adopting. BDC already has relationships on both sides of that transaction. Its AI portfolio includes companies working in robotics simulation, mining, regulatory intelligence, health and procurement, while its SME client base provides businesses where products can be tested against operating problems.
A product that performs well across several Mission AI businesses can produce more than a case study. The vendor can see which customer profile gets the strongest result, how long implementation takes, where adoption stalls and which operating result convinces a customer to keep paying. That information can lower customer acquisition costs and make subsequent sales easier.
BDC could become a validation and distribution layer between Canadian AI suppliers and the SME market. Successful vendors get operating evidence and customer access. SMEs get a lower risk way to evaluate products that may otherwise be difficult to compare. That also pushes BDC closer to work already performed by private AI advisors, software marketplaces, consultants and systems integrators. BDC describes its development role as market complementary, but Mission AI will source, validate and help scale selected AI products. If that process becomes an important route to SME customers, BDC will need to show that it is filling an adoption gap rather than displacing private firms that can already perform the same function.
BDC also has financial exposure to hundreds of Canadian AI companies while Mission AI will select products for use with participating SMEs. Clear vendor selection criteria, comparable performance measures and disclosure of any preference given to portfolio companies would help preserve confidence in the results. BDC has not yet published that level of operating detail.
AI Studio is not a separate private company. Technology entrepreneur Raff Paquin will lead it. BDC cites his experience across Shopify, Lightspeed, Altitude Sports, Frank And Oak and Return Magic. His current LinkedIn profile identifies Panorama as his main affiliation rather than BDC.
Paquin says “We'll focus on tools that help our clients get answers faster, access financing sooner and spend less time on administration.” BDC says AI Studio is intended to reduce time to money while giving entrepreneurs better visibility and predictability during financing.
A BDC small business loan application begins with an eligibility check and information about the company, its leadership and shareholders. BDC may require financial information and supporting documents before completing its review, and applications remain subject to a full assessment of the business and its owners.
For loans up to C$100,000, BDC says applicants are more likely to qualify when the business has at least C$100,000 in annual revenue, a personal credit score of 600 or higher, current profits and at least 24 months in business. BDC advertises approval in less than 10 days when the required information is supplied. For loans above C$100,000 and up to C$350,000, the revenue guideline rises to C$250,000 and BDC advertises approval in less than 30 days.
AI Studio can reduce work surrounding the credit decision. Applications can be checked for missing information before an advisor opens the file. Documents can be classified and summarized. Financial data can be extracted without repeated manual entry. Inconsistencies can be identified earlier and routine status questions can be handled without another staff handoff. Advisors can spend more time assessing the borrower and less time assembling the file.
The Bank of England and FCA survey shows a similar pattern inside regulated financial firms. Operations and IT account for about 31% of reported AI systems and 80% of respondents use AI agents for decision support. Even including planned adoption, no more than 9% expect agents to approve or decline customer outcomes, initiate or block payments, execute trades or change limits and controls. Automation is moving deeper into the work around financial decisions while autonomy over consequential decisions remains limited.
BDC has not said AI Studio will approve loans, lower credit standards or change approval authority. Faster processing is not the same as easier credit. The fintech opportunity is lower origination and servicing costs, better information flow and less administrative friction without removing human judgment from credit decisions.
BDC has already been increasing its exposure to borrowers outside standard lending models. Its 2026 annual reporting says the bank holds a higher share of younger and higher risk businesses and is leaning further into its development mandate. BDC separately reported that the dollar value of transactions authorized to elevated risk businesses was 21% higher in fiscal 2026 than in fiscal 2020.
Its 2025 results also reported that businesses with less than C$2 million in annual sales represented 68% of its portfolio and that BDC had tripled the number of small loans since fiscal 2010. BDC said it had deliberately increased financing for unconventional business models and borrowers with weaker equivalent credit grades.
Smaller and less conventional borrowers can require more analysis even when the eventual loan is modest. A young technology company, a business with uneven cash flow or a firm without a long credit history may take more work to assess than an established borrower with predictable earnings. Better document processing can lower the cost per file, while better information can give an advisor more time to understand the business and the risks that matter.
BDC, Woveo, Peloton and Driven SME Financing also shows why small loan economics matter. Verification, underwriting and servicing costs do not fall in proportion to the loan size, which can make smaller financing expensive to deliver.
The strongest outcome would be better SME credit decisions, not just faster processing. If AI helps BDC assess smaller and less conventional businesses more accurately while lowering the cost of each file, AI Studio could improve both access to capital and lending efficiency.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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November 2, 2026 | NCFA Insight | Banking And Credit, SME Finance, Competition And Market Structure, Regulation And Policy

Banking Access Is Becoming a Defence Growth Constraint
Canadian defence SMEs are already running into banking and financing friction while governments put billions behind expanding the sector. A BDC NP Aerospace case study documents a London, Ontario defence company losing senior lender support and then being declined by several other banks. House of Commons defence financing testimony records companies being debanked because they operated in defence. BDC research also finds that 52% of defence businesses looking for financing expect access to be difficult.
Canada's Defence Industrial Strategy says small and medium sized businesses account for 92% of the defence industrial base and 40% of sector employment. Those companies still need accounts, payments, foreign exchange, operating credit and working capital to turn contracts into production.
A new FCA defence SME banking review shows the same problem in the UK. Banks can add longer onboarding, repeated information requests and more approval stages when defence customers are treated as higher risk. Defence isn't one risk, and treating it that way can make viable businesses harder to bank and finance.
There are documented cases, although the evidence doesn't show widespread industry exclusion. During House of Commons testimony on defence financing, Kevin Reed of the Defence, Security and Resilience Bank Development Group was asked about entrepreneurs losing banking access because they operated in defence. He said the concern was “absolutely true” and told MPs, “Companies, just because they were in the defence category, were debanked.”
Reed said he knew multiple examples. One involved a dual use drone business with a £60 million British Ministry of Defence order that it couldn't fulfil because financing wasn't available. He also said Canadian and other global banks were building defence teams and adding sector expertise. Banks are responding, but companies have already lost business when access to finance didn't keep up.
A separate House Industry Committee defence report records an entrepreneur being refused banking services because of perceived defence sector risk. Not every financing problem comes from bank policy. Long procurement cycles and uneven revenue can make defence companies harder credits as well. The important difference is whether a lender is assessing those economics or simply reacting to the word defence.
NP Aerospace shows how fast a lender decision can hit the business. After James Kempston acquired the London, Ontario armour and vehicle systems company, its senior lender withdrew support and several other banks declined to finance it. Kempston told BDC, “The senior lenders dropped us on day one.”
The company had technology and customers. What it didn't have was the credit it expected to use while payroll, inventory and production costs arrived ahead of revenue. Defence sales cycles can run long, which makes access to working capital especially important. BDC financing later helped stabilize NP Aerospace, which continued expanding its Canadian and international business.
BDC defence SME financing research suggests that pressure is much broader. Its 2026 study surveyed 642 business owners and decision makers, including 268 firms already active in defence. About half of defence SMEs expect to seek financing within 12 months. Growth leads the list of uses, while product development, working capital and project preparation each account for 31%.
The numbers rise quickly for firms with deeper defence exposure. 74% of defence heavy SMEs seeking financing want at least C$1 million and 39% want C$5 million or more. BDC also found that 58% are looking for equity. Two thirds of defence SMEs import, export or both, so foreign exchange and cross border payments are alongside credit as everyday operating needs.
BDC says lenders remain cautious about the sector's risk profile, concentrated customer bases, uneven cash flow and potential legal or reputational concerns. Weak credit histories and insufficient guarantees are cited less often as the main obstacle. Only about a quarter of defence heavy SMEs say their current financial institutions fully meet their needs.
It can. An Aird & Berlis review of Canadian defence lending says otherwise conventional middle market transactions can slow or fail for reasons unrelated to credit fundamentals. Regulatory complexity, uncertainty around enforcement and reputational concerns can all affect the decision.
Dual use businesses make blanket classifications even less useful. A cybersecurity company, aerospace supplier, data platform or advanced manufacturer may serve commercial customers and defence programs at the same time. Its actual exposure depends on what it sells, who buys it, where it goes and how it will be used.
The FCA found the same weakness in UK banking. Greg Sachrajda, the FCA's head of retail banking, put it plainly. “The theme that emerged was friction and delay rather than widespread exclusion.”, with enhanced due diligence and additional approval stages extending some decisions.
Banks also weren't always distinguishing sufficiently between software, logistics, maintenance, consulting, dual use technology and weapons production. The FCA wants firms to avoid blanket restrictions where a customer can be assessed more precisely. It also confirms that no FCA sustainability rule prevents UK financial institutions from serving lawful defence businesses.
Canadian lenders need enough defence knowledge to know where stronger controls belong. A cybersecurity supplier to government isn't automatically the same banking risk as a weapons exporter operating across sensitive jurisdictions.
Canada has already watched another growth sector struggle with the difference between being lawful and being bankable. Crypto and digital asset companies spent years trying to secure stable banking relationships even as securities oversight, money laundering controls, custody standards and institutional infrastructure became more developed.
NCFA's fair banking analysis for Canada looked at the same tension from a different industry. Lawful companies can still lose access when a bank's view of the sector outweighs what the individual firm has done to control its risks. Crypto made that problem highly visible in Canada.
Defence and crypto aren't equivalent. Digital assets can raise distinct concerns around custody, transaction monitoring and financial crime. Defence can involve export controls, sanctions, geopolitical exposure, controlled goods and end use. The common issue is how much the sector label decides before the individual business is assessed.
A regulated digital asset platform with mature controls isn't the same risk as an unregulated offshore exchange. The same applies in defence. A company that has invested in governance, cybersecurity, export controls and financial crime systems should be easier to assess than one that hasn't. If those investments make little difference to banking access, firms get less commercial value from becoming better risks.
ISED Canadian defence industry data shows that revenues from smaller and medium sized businesses increased by more than C$700 million between 2022 and 2024 to over C$5.1 billion. The wider industry exported close to C$8 billion in 2024, with nearly 70% going to Five Eyes partners.
BDC has completed more than 100 defence and dual use transactions since launching its Defence Platform. The program has since grown to as much as C$6 billion in financing, investment and advisory support.
A Finance Canada DSR Bank statement says Canada and eight international partners plan to sign the founding agreement for the Defence, Security and Resilience Bank in Luxembourg on November 30, 2026. The bank will be headquartered in Canada, with a European hub in Luxembourg, and is expected to begin operations in 2027. Its mandate includes financing gaps faced by governments and defence companies, including SMEs, while drawing more commercial capital into the sector.
Canadian cities and provinces were already competing to host the DSR Bank institution earlier this year, and the financial infrastructure that could grow around it. A new defence bank can attract capital, expertise and deal flow. It still can't replace the operating bank relationships companies use every day.
A defence SME can have a government contract, new equity and a long term loan and still run short of room to operate. It needs credit between milestones. It needs to pay suppliers. It may need to convert currencies, move money across borders and carry inventory before the customer pays. Those aren't secondary services. They're part of how the contract gets delivered.
Parliament has heard that some defence companies lost banking access because of the sector they were in. The FCA has now found that broad defence classifications are adding friction in the UK too. Put together, the problem is clear. Canada can increase the amount of money available to defence SMEs and still leave good companies constrained if the everyday banking system can't distinguish one defence business from another.
Some banks are already adapting. The FCA found UK institutions adding specialist relationship managers, dedicated defence teams, training and stronger oversight. Reed told Parliament that Canadian banks were building defence expertise too. That should make it easier to ask better questions, apply extra controls where they're actually needed and get viable customers through the system faster.
Canada needs sharper banking standards to grow its defence industry. Crypto showed how long an industry can remain difficult to bank after its compliance framework starts maturing. Defence SMEs now have stronger demand, billions in new capital and a multilateral defence bank on the way. If accounts, payments, foreign exchange and working capital don't keep pace, Canada can fund the expansion on paper and still make it harder for SMEs to deliver in practice.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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October 30, 2026 | NCFA Regulatory Insight | Regulation And Policy, Capital Markets Infrastructure And Funding, Competition And Market Structure

Less Regulatory Burden and More Crowdfunding Capacity
On October 27, 2026, SEC Chair Paul Atkins asked staff to review Regulation Crowdfunding for changes that could reduce compliance burdens and make the exemption more useful to issuers and investors. Reg CF currently lets eligible US companies raise up to US$5 million over 12 months. Industry groups are pushing for a US$20 million ceiling and simpler rules. Canada still caps issuers at C$1.5 million under NI 45-110, even as Canadian companies are now reaching that limit.
Atkins said more than 9,800 Reg CF offerings have taken place over the past decade, with an average raise of about US$364,000. He asked staff to consider changes that could "reduce compliance burdens and improve the rules' attractiveness for issuers and investors." No higher limit has been proposed or adopted by the SEC. The US$20 million figure comes from industry proposals now before the Commission.
Reg CF requires issuers to raise through an SEC registered broker dealer or funding portal. Companies file Form C, provide business and financial information and continue annual reporting while the obligation applies. Securities generally can't be resold for one year. Non accredited investors also face investment limits based on income or net worth, while accredited investors aren't subject to those Reg CF limits.
Crowdfund Capital Advisors wants the annual issuer ceiling raised from US$5 million to US$20 million and indexed to inflation. Its petition also seeks related changes where crowdfunding vehicles and shareholder thresholds could create another barrier for issuers that grow through repeated rounds.
The Crowdfunding Professional Association is pushing in the same direction. Its October 27 recommendations include a simpler compliance tier for offerings up to US$350,000, a US$20 million issuer ceiling, simpler investor rules, clearer issuer communications and more useful ongoing reporting. These remain industry proposals, not SEC rules.
Smaller raises feel compliance costs more sharply. A 2019 SEC study cited market estimates of US$2,000 to US$10,000 for accounting, US$3,000 to US$10,000 for legal work and US$3,000 to US$5,000 for banking and transaction costs. Earlier SEC rulemaking also cited portal fees of 6% to 15%. A smaller raise can lose a meaningful share of its proceeds before the company puts the capital to work.
The average US$364,000 Reg CF raise doesn't tell us much about whether the US$5 million ceiling works for companies that need larger rounds. CCA's October 9 submission found that 28.8% of issuers setting their maximum within 2% of the cap returned for another Reg CF financing, compared with 11.3% of other issuers in the comparison group. Among companies observed for at least 24 months, the figures were 33.0% and 11.9%.
CCA separately found that 40.3% of issuers that raised roughly US$4 million to US$5 million returned for another Reg CF offering. Those companies raised more than US$214 million after first approaching the ceiling. CCA also identified 323 offerings that ran alongside Rule 506(c) raises totalling US$422.6 million. Companies can move into other exemptions, but the data shows that some issuers still have demand for capital after Reg CF starts running out of room.
Crowdfunding is also reaching beyond the largest US venture markets. CCA reports that 62.6% of geographically identified funded Reg CF capital, about US$1.82 billion of US$2.91 billion, went to companies outside Boston, Los Angeles, San Francisco and New York. That gives founders outside the main venture centres another route to investors and gives investors access to companies they may not otherwise see.
Larger rounds can create new regulatory pressure elsewhere. CCA reports that 279 Reg CF issuers have crossed 2,000 holders of record and 11 currently meet both shareholder and asset triggers associated with Exchange Act registration. Its petition asks for related Rule 12g-6 changes alongside a higher fundraising ceiling so issuers don't simply hit another limit as they grow.
Canada is starting to show the same pattern at a much lower ceiling. Stronger campaigns are using nearly all of NI 45-110, and some companies are already combining the exemption with other financing routes to keep raising.
NI 45-110 lets an issuer group raise up to C$1.5 million over 12 months. Investors can put in up to C$2,500 per offering, or up to C$10,000 where a registered dealer determines the investment is suitable. The exemption gives startups and smaller companies a national crowdfunding route, but recent campaigns show that the ceiling is beginning to pinch.
FrontFundr reported C$4.79 million raised under NI 45-110 from 4,320 investors in 2025, up 181% from the previous year. Edison Motors raised C$1,491,043 under the exemption, about 99% of the available ceiling. Blossom Social raised C$1,449,681, or roughly 97%, before accredited investors brought its total FrontFundr financing to approximately C$1.93 million.
The ceiling was fully tested in 2026. Blossom Social reached the C$1.5 million retail limit under NI 45-110 in three hours after building a waitlist of more than 8,000 prospective investors. The company ultimately raised C$2.89 million through FrontFundr after adding accredited investor capital. Canadian founders are no longer approaching the cap in theory. Companies are hitting it while investor demand is still there.
Once the C$1.5 million allowance is used, companies that want to keep raising need another exemption or financing route. FrontFundr itself notes that issuers can combine NI 45-110 with the accredited investor, family and friends or Offering Memorandum exemptions. Those routes can support larger raises, but they come with different investor eligibility and disclosure requirements. A higher NI 45-110 ceiling would let more successful community rounds stay inside one national crowdfunding framework for longer.
NCFA has pushed for more room since at least 2014. Its 2014 crowdfunding submission called for an issuer ceiling of up to C$5 million. NCFA repeated that recommendation in its 2020 NI 45-110 submission, together with proportionate financial reporting and more practical investor participation rules.
NCFA continues to support raising the annual NI 45-110 issuer limit from C$1.5 million to at least C$5 million. The ceiling should also be indexed so inflation doesn't reduce its usefulness over time. Reporting can increase with the size of the raise while smaller offerings remain practical and investor protections remain intact.
Canada's wider capital market is sending the same signal. NACO reports that Canadian angel investors deployed C$113.79 million across 490 investments in 2025, down 22.1% from the year before and the lowest capital deployment in five years. Ottawa has responded with a new C$1.75 billion venture and growth capital plan, including C$75 million for pre seed and seed investment and C$675 million for later and growth stage investment.
Public programs and investment crowdfunding serve different parts of the market, but both are trying to put more capital behind Canadian companies. Keeping NI 45-110 at C$1.5 million while issuers are already filling the exemption limits how much private capital that channel can contribute.
Canadian companies are now filling the C$1.5 million NI 45-110 allowance while investors are still willing to invest. That is the clearest case yet for giving the exemption more room. A C$5 million ceiling would let stronger issuers raise more growth capital from their communities, keep retail investors involved in larger rounds and give regulated portals a larger market to build around. The US is reconsidering a US$5 million cap. Canada shouldn't wait for C$1.5 million to become an even bigger bottleneck.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, artificial intelligence, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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