Karsten Wenzlaff, Advisor
August 26th, 2025
October 22, 2026

Customer acquisition is a moving target for fintech companies. A new product may need immediate visibility, while an established one may already attract visitors through search. The questions customers ask can change as the company adds features, enters new markets, or learns which audiences are most likely to convert. A search budget set at launch should be able to change along with the business.
Working with a digital marketing agency that manages both SEO and Google Ads makes those changes easier to spot and act on. The same team can see which paid searches produce qualified prospects, which website pages are gaining organic visibility, and where the next portion of the budget could have the greatest effect. Rather than treating ads and SEO as unrelated expenses, a fintech company can use them as parts of one customer acquisition plan.
Google Ads can help a company reach people searching for a relevant product today. That is useful for a launch, a new service, or a market where the company has little organic visibility. Paid campaigns can also reveal which search terms generate interest and which messages persuade visitors to take the next step.
SEO usually takes longer. A company needs pages that answer customer questions clearly, explain its products, and make its website easy to use. Those pages may gain organic visibility over time, giving prospective customers another way to discover the business. SEO still requires investment in research, content, technical work, and upkeep. Its value is that a useful page can continue attracting relevant visitors between campaign launches.
Neither channel should be expected to do every job. An ad can bring a visitor to a new product page before that page has earned an organic ranking. A well-established guide can introduce people to a problem before they are ready to request a demo. Together, the channels can reach customers at different points in their decision-making process.
A fintech company may begin with an informed guess about the words customers use. Actual search activity can challenge that guess.
Imagine a company offering expense-management software to small businesses. Its team might describe the product as an “expense automation platform,” while potential customers search for “track employee expenses” or “approve staff reimbursements.” Google Ads can help the company test these terms and see whether visitors who use them become qualified leads.
Those findings should inform the website. If a particular question repeatedly brings in the right audience, the company may need a dedicated page that answers it in detail. If visitors respond to a specific benefit in an ad, the landing page should explain that benefit just as clearly. Paid campaigns can therefore do more than generate traffic; they can help a company learn how customers describe their needs.
That learning is particularly valuable when marketing a product that takes time to understand. A prospective customer may need to compare approaches, review features, and discuss the purchase internally before making contact. Useful SEO content can support that process long after the first ad click.
As pages gain organic visibility, the role of paid search may change. Suppose the expense-management company publishes a practical guide to managing employee reimbursements. At first, it uses ads to reach people searching for that topic. Several months later, the guide and a related product page begin attracting relevant organic visitors and generating demo requests.
The company now has a decision to test. It could reduce paid spending on some of those searches and use the available budget to promote a new feature or reach a different audience. It could also keep the ads running if they continue to generate customers the organic results do not capture.
The important point is to make a measured change. A high organic ranking does not prove that an ad is unnecessary. Some people will click an ad even when the same company appears below it in search results. Others may respond to a particular ad message or arrive on a more focused landing page. Cutting spend based on rankings alone could reduce the total number of qualified leads.
A sensible test would adjust the budget gradually, then compare the combined results from paid and organic search. Did the number of qualified demos change? Did acquisition costs improve? Did the company reach customers it might otherwise have missed? Those answers should determine the next move.
Reallocating budget is more useful than simply reducing it. If organic search begins serving one established topic well, paid media can help the company pursue something new.
That might mean testing searches related to a recently released feature. It could mean reaching a new type of business, promoting a page built for a different market, or learning whether a more competitive term can produce customers at an acceptable cost. Ads provide a way to gather evidence while the company develops the content and organic presence needed for a longer-term effort.
The flow can also work in the opposite direction. If an SEO page starts attracting relevant visitors but few of them enquire, the team can test new messages and calls to action through paid campaigns. Results from those tests can guide improvements to the page.
This creates a cycle: ads provide timely feedback, SEO builds on what the company learns, and organic results help the team decide where paid spend is most useful next. The budget follows customer demand and business priorities rather than staying attached to a fixed list of keywords.
A search report can look encouraging while hiding a problem. Ads may generate clicks from people who cannot use the product. A page may rank well for a popular question but attract readers who are unlikely to become customers. For a fintech company, traffic and rankings matter most when they contribute to a worthwhile business result.
Before changing the budget, the team should agree on what a valuable conversion looks like. Depending on the product, that might be a qualified demo request, a completed application, or a new account that meets the company’s customer criteria. It should then track those outcomes across both paid and organic search.
Sales feedback adds another layer. Are the leads asking about the product the company actually offers? Do they serve the market the company can support? Are they ready to take a meaningful next step? Answers to those questions can be more useful than a lower cost per click.
Shared measurement also prevents each channel from claiming success in isolation. If the ads team reports more leads and the SEO team reports more traffic, the business still needs to know whether overall customer acquisition improved. Looking at the full picture makes budget decisions more credible.
Coordinated search marketing depends on what happens after someone clicks. A strong ad cannot compensate for a page that leaves visitors unsure what the product does. Likewise, organic visibility has limited value if the page does not help the right person decide what to do next.
The website should answer the question that brought the visitor there. A search for a specific feature should lead to a page explaining that feature, who it helps, and how it works. A broader educational search may be better served by a guide that explains the issue before introducing the product. Clear navigation can help readers move from learning to comparing and, when they are ready, to making contact.
For fintech companies, clarity is especially important. Customers may be evaluating a service that affects how they handle money or business operations. Marketing copy should explain the offer plainly and accurately. The SEO and ads teams should work from the same product information so that the promise in a search result matches the experience on the page.
A combined strategy does not require constant changes to campaigns. It requires a regular opportunity to ask whether the current allocation still makes sense.
In a monthly review, a company and its marketing team might look at the searches producing qualified customers, the pages gaining organic traction, and the areas where visibility remains weak. They can then choose a small number of changes to test: update a landing page, develop content around a proven customer question, or move part of the paid budget to a new opportunity.
NCFA Canada’s discussion of fintech startup challenges includes the cost of finding customers. That makes disciplined experimentation more valuable than maintaining two separate search plans indefinitely. Each investment should help the company understand where its next customers are coming from and how efficiently it can reach them.
SEO and Google Ads will not always rise or fall together. A new product may need more paid support; an established topic may need less. When both channels are managed against the same customer acquisition goals, a fintech company can respond to those changes deliberately—and put its budget where it has the best evidence of value.
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 20, 2026 | Market Activity | Cross Border Payments And FX, Payments Infrastructure And Money Movement, Competition And Market Structure

On October 20, 2026, Mississauga fintech RemitBee announced a partnership with payment processor Adyen to simplify customer payments and support international expansion. A day earlier, RemitBee announced another partnership with TerraPay to expand overseas payouts, including transfers to digital wallets. Adyen will help RemitBee collect payments, while TerraPay will provide more ways to deliver money abroad. The agreements address two costs that can make international payments difficult to scale, collecting funds and paying recipients.
Founded in 2015, RemitBee serves hundreds of thousands of customers and supports transfers from Canada to more than 150 countries. It also offers RPass, a platform for businesses making international supplier, contractor and employee payments. The company has spent more than a decade building its Canadian customer base and international payment connections. Now it's expanding the services behind those transactions without having to build every payment connection itself.
Adyen will initially handle card payment collection in Canada, with additional payment methods planned as the relationship develops. RemitBee already supports debit card funding for international transfers and card payments for certain other services. The new arrangement focuses on how those payments are processed, rather than introducing card funding to the entire business for the first time.
Managing disputes has been costly. In an interview published by Adyen, RemitBee said its previous chargeback process involved too much manual work for the number of cases it handled. Adyen's automated tools and lower dispute fees could reduce that expense. Moving more payments onto one platform should also make reporting and reconciliation easier.
Adyen has direct acquiring and banking capabilities in the United States, United Kingdom and European Union. RemitBee sees those connections as useful for expansion beyond Canada, where adding separate processors and banking relationships would increase costs and complexity. It's an operating decision as much as a technology upgrade. Fewer systems to manage could leave more resources for customers and new products.
That choice also fits Canada's changing payment market. Adyen Canada became a member of Payments Canada in July 2026 as part of a broader expansion of payment system membership. Membership doesn't automatically provide direct access to every payment rail, but it gives newer payment providers a stronger position in Canada's financial infrastructure.
TerraPay gives RemitBee more ways to pay recipients through local banks and digital wallets. Its network connects 3.7 billion digital wallets and 7.5 billion bank accounts across more than 156 countries, with coverage in the United States, Asia, the Middle East and Africa.
For Canadian businesses paying overseas suppliers and contractors, more local payout options could mean fewer payment providers to manage. RemitBee can use TerraPay's network while continuing to handle currency conversion, customer service and compliance.
RemitBee's published consumer pricing offers free e-Transfer, EFT and bill payment funding on transfers of C$500 or more, with separate charges for debit cards. Its stated exchange rate margin generally ranges from 0.3% to 0.8%, depending on the destination. Lower processing and payout costs could improve RemitBee's margins or help it compete on price, but neither partnership has disclosed expected savings.
RemitBee's opportunity extends beyond consumer remittances. Canadian companies paying international suppliers, contractors and employees need competitive exchange rates, reliable delivery and clear payment records. Banks and established providers such as Wise already serve these customers, so adding more payment networks won't be enough to win their business.
RemitBee has an opening with smaller firms that regularly pay people across several countries. A business might need to pay one supplier through a bank account and another contractor through a mobile wallet, without managing separate providers for each destination. Combining those payment options with currency conversion and business payment records could make RPass more useful to companies with recurring international expenses.
There is still a commercial risk. RemitBee relies on outside processors and payout networks, while competitors can negotiate their own arrangements and compete aggressively on price. Its advantage will depend on retaining customers, keeping transfer costs competitive and earning enough from recurring business payments to support growth.
RemitBee is expanding its international payments business by connecting established processors and payout networks rather than owning them. That keeps the cost of expansion more manageable, but gives the company less direct control over key services. Can RemitBee turn access to global payment networks into a lasting competitive advantage, or will pricing, customer relationships and reliable delivery ultimately determine who wins?
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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Oct 21, 2026

An online betting platform presents itself as one business. Customers register with a brand, deposit money into an account and choose a game or sporting event. Behind that experience, however, several specialist companies may be supplying the technology.
One provider can support the account system, another the sportsbook and another the live casino studio. Payments, location checks, sports data and independent testing introduce further businesses into the relationship.
For fintech companies and investors, understanding those connections makes Canada’s gambling sector easier to assess. Gambling Nerd’s breakdown follows seven providers with documented Canadian activity, explaining what each contributes. These are selected examples, rather than a ranking by market share or a suggestion that every operator uses the same suppliers.
The operator’s website is the shopfront. The underlying platform helps organise the account and gaming services behind it.
Playtech illustrates this part of the ecosystem. Its original partnership announcement with NorthStar Gaming covered its IMS platform alongside casino, live casino, poker and bingo technology. NorthStar’s current corporate website identifies Playtech and Kambi as companies powering its Ontario offering.
A player account management system, commonly shortened to PAM, provides a central record of the customer’s account and activity. It connects with other systems rather than replacing every service an operator needs.
That distinction helps explain why a gambling business can buy substantial technology from a supplier while retaining its own brand, customer service and commercial strategy.
For a new operator, an established platform can reduce the amount of software it must build internally. The trade-off is a continuing dependence on integrations, contractual terms and the supplier’s development priorities.
A sportsbook requires more than a list of matches. Customers need markets, prices, bet acceptance and settlement, supported by systems that manage the operator’s betting exposure.
Kambi supplies sportsbook technology and services. Its relationship with NorthStar provides one Canadian example. A more recent development involves Ontario Lottery and Gaming Corporation.
In January 2026, Kambi announced that it had formally assumed contractual responsibility for OLG’s sportsbook services following an agreement with FDJ Gaming Solutions France and OLG. The announcement said OLG launched its Kambi-powered sportsbook on January 27, covering its retail and digital sports betting operations.
The example demonstrates an important distinction: the company whose name customers recognise is not necessarily the company supplying the underlying sportsbook.
Operators can buy different combinations of technology and managed services. A supplier relationship therefore needs to be understood at the product level, rather than reduced to “Company A powers Company B.”
Sportsbook systems depend on information about what is happening in the sporting event.
Sportradar supplies sports data and offers related services including odds, streaming and trading technology. It announced an Ontario gaming-related supplier registration in 2022, documenting its entry into the province’s regulated online wagering market.
Consider an in-play hockey market. A goal, penalty or change in game status can affect which bets are available and how they are priced. Data services help betting systems receive and process that information.
The distinction between data and sportsbook operation is useful, although suppliers’ product ranges can overlap. Buying a data feed does not necessarily mean outsourcing pricing, risk management or the complete customer-facing product.
For businesses evaluating a provider, the questions include event coverage, delivery speed, service reliability, usage rights and the handling of corrections.
A live blackjack table appearing inside an operator’s app may come from a specialist production business.
Evolution supplies live casino services, combining dealers, physical tables, cameras, streaming and interactive game technology. Its Canadian announcements include the launch of live casino services for OLG.ca, originally delivered from its Vancouver production studio, and services for multiple operators at Ontario’s private-market opening.
The operator distributes the experience through its own customer interface. The live casino supplier provides the game environment and supporting technology.
This helps explain why customers can encounter recognisable game formats across different casino brands. Branding and distribution can differ even when the underlying supplier is the same.
Live-dealer production also has a different operating model from a digitally generated slot game. Physical tables require staffing and studio capacity, alongside the technology needed to deliver the game.
The number displayed in a gambling account and the money moving through financial institutions are connected, but they are not the same system.
Paysafe provides payment processing and other payment products. In its Ontario market-launch announcement, the company described payment support for private operators and its longstanding processing relationship with OLG.ca. It explained how operators could access card processing and alternative payment methods through an integration with its services.
For an operator, a payment provider can simplify access to different ways of depositing and withdrawing money. That does not make the provider responsible for every stage of the customer journey.
A withdrawal can involve an operator’s authorisation, account checks, payment instructions and subsequent processing by financial partners. Faster movement at one stage does not guarantee that the complete withdrawal will be immediate.
Commercial evaluation therefore extends beyond transaction fees. Approval rates, reconciliation, fraud controls, settlement arrangements and the handling of failed payments all affect the service.
Identity and location answer different questions.
Identity checks establish who the customer is. Geolocation establishes where the device appears to be when accessing a service.
GeoComply provides geolocation and fraud-prevention technology. BET99 Ontario’s help centre offers a concrete operator example, explaining that GeoComply uses signals including Wi-Fi, GPS and cell-tower information to verify that customers are within Ontario.
A registered address alone cannot establish a customer’s current physical location. Someone can live in one province and use their phone while travelling elsewhere.
For operators, geolocation is consequently part of product access and compliance, rather than simply a convenience feature. Its integration must also accommodate legitimate customers whose devices or networks make verification difficult.
The supplier provides the technology; the operator still needs processes for customer support, exceptions and applicable requirements.
A supplier’s claim that a game works correctly is different from independent testing against defined requirements.
Gaming Laboratories International, or GLI, announced its recognition as an independent testing laboratory for Ontario iGaming in 2021. AGCO separately explains that it registers laboratories that test and certify gaming technology against the applicable standards.
Testing can examine relevant games and systems within a defined scope. It does not make the laboratory the regulator, nor does a certificate guarantee that every aspect of an operator’s business is compliant.
The Nerd Nook’s explanation of random number generators provides background on one technology used to produce digital casino outcomes. Testing examines implementation and applicable requirements; it does not promise a customer will win.
Physical live-dealer games should also be distinguished from RNG-generated games. Both require controls, but their outcome-generation processes differ.
These commercial providers operate within a market structure that varies across Canada.
In Ontario, private operators must register with AGCO and enter an operating agreement with iGaming Ontario. AGCO regulates the market, while iGaming Ontario performs commercial conduct-and-manage responsibilities for private operators. OLG’s online offering has a separate conduct-and-manage arrangement.
A supplier’s documented Ontario activity should therefore not be presented as blanket authorisation for every Canadian province.
The seven companies discussed here also represent only part of the ecosystem. Operators may contract separately for identity verification, cybersecurity, hosting, customer communications, responsible gambling tools and other services.
For NCFA’s fintech audience, the business opportunity extends well beyond launching another betting brand. Payments, data, identity and compliance services can support existing operators. Assessing that opportunity requires knowing precisely what a provider supplies, where it is permitted to operate and which responsibilities remain with its customer.
GamblingNerd.com is an independent gambling media website publishing experience-based reviews, guides and analysis of casinos, sportsbooks and poker sites. Originally launched as gamblingsites.org in 2007 and rebranded in 2025, Gambling Nerd also publishes The Nerd Nook, covering gambling mathematics, betting systems and sports betting strategy.
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 19, 2026 | Market Activity | Payments Infrastructure And Money Movement, Cross Border Payments And FX, Competition And Market Structure

On October 19, 2026, Toronto-based KORT Payments announced a definitive agreement to acquire AptPay, a Toronto payments fintech specializing in real-time transfers and payment orchestration. The deal would expand KORT's merchant processing business into account transfers, customer payouts and cross-border disbursements, giving customers more ways to collect and distribute money through one provider.
KORT is buying established technology and payment connections rather than building them from scratch. AptPay already serves merchants and financial platforms across Canada and the United States. Financial terms weren't disclosed, and the transaction is expected to close in Q4 2026, subject to customary conditions. AptPay will retain its brand, with CEO Shams Syed continuing to lead the business after closing.
KORT processes online and in-person payments for merchants and software platforms. AptPay, founded in 2019, brings access to Mastercard Send, Visa Original Credit Transactions, Interac e-Transfer, EFT, ACH, RTP and FedNow, alongside cross-border payment services. Its technology handles account collections and disbursements through a single integration, with built-in identity verification, anti-money laundering and sanctions screening.
The payment methods serve different business needs. An urgent customer payout may use a card network or instant payment rail, while routine supplier transfers can use EFT or ACH. Costs, settlement times and recipient eligibility vary by network. AptPay's orchestration technology allows businesses to manage these payment routes through one integration rather than maintaining separate connections for each service.
The combination broadens KORT's role in customer transactions. A marketplace that collects payments from buyers may also need to distribute proceeds to sellers. Financial platforms handle deposits and withdrawals, while other businesses manage contractor payments and customer refunds. KORT can potentially support more of those activities through the merchant and software relationships it already serves.
The acquisition follows KORT's decision to narrow its focus. On October 6, the company sold substantially all of Merrco's operating assets to PayFacto. Merrco served Canada's cannabis industry and other specialized merchants. KORT is now concentrating more resources on ecommerce, direct marketing, payments embedded in software and U.S. expansion.
KORT acquired Paysafe Direct's U.S. direct marketing processing business in February 2025 and has been expanding its software distribution channel through Tilled. It has also developed payment connectivity across Mexico, Brazil, Argentina and Chile. The Merrco sale reduces its exposure to a specialized merchant business, while AptPay adds payment capabilities that can serve customers across multiple industries.
KORT's existing distribution network could give AptPay's services a faster route to market. Software platforms already using KORT for payment acceptance may be able to add account transfers and payouts through the same commercial relationship. That could increase transaction revenue per customer without requiring KORT to acquire an entirely new customer base for each service. The economics will depend on pricing, integration costs and adoption.
Canadian fintech Dream Payments expanded U.S. payouts through J.P. Morgan Payments, while other processors are adding embedded payment services. KORT will compete on more than the number of payment rails it supports. Pricing, uptime, settlement performance and ease of integration will influence whether software platforms consolidate more of their payment activity with one provider.
Danny Chazonoff, KORT President and Chief Operating Officer:
"AptPay's real-time payout and orchestration capabilities are highly complementary to our platform, and together we can offer customers a complete money movement solution across North America."
Card acceptance, bank transfers and instant payouts operate under different settlement rules, compliance requirements and funding arrangements. KORT will need to integrate those services while maintaining reliable processing for existing customers.
The acquisition gives it more services to sell through established merchant and software relationships, potentially increasing revenue per customer without rebuilding its sales network. KORT's competitive advantage may come from its existing distribution rather than the technology alone.
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 16, 2026 | Market Activity | Artificial Intelligence And Data, Lending Consumer Credit And BNPL, Competition And Market Structure

On October 15, 2026, Toronto-based Pineapple Financial launched Pentiv, a new operating brand and AI mortgage intelligence platform aimed at commercializing technology already used within its mortgage brokerage business. Its Recruitment Agent and Alternative Mortgage Renewal Agent operate within Pineapple+, while the new Pentiv platform is designed to bring those capabilities to independent brokerages and mortgage networks.
Pentiv also marks a change in Pineapple's business strategy. Rather than keeping its mortgage technology exclusively inside the brokerage, the company wants to commercialize tools developed through years of operating experience. The plan includes recurring software revenue and a potential separation of its technology and mortgage brokerage businesses, subject to corporate review and approvals.
Pentiv's Recruitment Agent helps brokerage managers identify promising mortgage professionals, prioritize outreach and organize recruiting activity. Its Alternative Mortgage Renewal Agent identifies upcoming or potentially at risk renewals, suggests customer outreach and helps manage supporting documentation. Both address recurring sources of revenue for brokerages: recruiting productive agents who originate new business and maintaining relationships with existing borrowers as their mortgages mature.
Pineapple has already reported results from its earlier AI recruiting initiatives. On May 5, 2026, the company reported adding 83 licensed agents to its national network since the beginning of the year. Management attributed part of that recruiting momentum to AI tools that shortened the process of bringing new agents from initial contact to active status. The result provides operating evidence behind Pineapple's recruitment strategy, although it doesn't establish how many hires were directly attributable to Pentiv's current application.
Renewals offer another source of commercial revenue. An alternative mortgage borrower may need new financing when a loan matures, particularly if income, property values or qualification requirements have changed. Brokers who identify those customers early have more time to discuss options, prepare documents and retain the relationship. Pentiv is targeting that work rather than replacing mortgage underwriting or loan origination systems.
The company has built both applications around workflows already used by Pineapple's mortgage professionals. This gives its developers direct feedback on where recruiting efforts stall, where customers need attention and which tasks consume staff time. The challenge in selling that technology externally is making it useful across brokerages with different systems, procedures and customer data.
Mortgage Professionals Canada's 2026 research found that 38% of recent homebuyers used a mortgage broker, up six percentage points from 2024. Among recent first-time buyers, broker use reached 48%. The survey also found that 83% of broker clients would recommend their broker and 72% of borrowers who used a broker for their current mortgage would use one again.
Mortgage software is already competitive. Filogix expanded Expert Pro renewal visibility in June 2026, enabling brokers to identify upcoming renewals associated with additional properties owned by existing borrowers. Pentiv will need to distinguish its intelligence tools from established mortgage software and demonstrate that they work effectively alongside systems brokerages already use. Its focus on professional recruiting gives it another area in which to compete.
Canada's banks are also investing in AI for mortgage operations, including TD's expansion of agentic AI. Pentiv is approaching the market from the brokerage side, where smaller firms often lack the resources to develop their own software. A commercially accessible intelligence platform could give those firms capabilities that would otherwise require significant internal technology investment.
The Pentiv announcement includes a corporate development with significant implications for investors. An October 15 SEC filing confirms that Pineapple's board established an independent special committee on October 9 to review a proposed restructuring. The plan contemplates separating the technology platform and digital asset treasury operations from the mortgage brokerage business, potentially followed by a brokerage spin-off. These proposals remain under review, with no completed separation announced.
Under the proposed arrangement, the brokerage could continue using Pentiv as an anchor customer while the technology business sells its applications more widely. That would preserve access to operating feedback while giving the software operation a different commercial focus. The arrangements governing technology ownership, customer data, licensing and financial relationships would become important parts of the proposed separation.
Usman Maher, Pentiv's newly appointed Chief Financial Officer and Chief Strategy Officer and a former SoFi executive, described the company's approach:
"We will prove the economics inside Pineapple, extend the platform to external brokerages, and scale adoption to build a durable intelligence company and long-term shareholder value."
Pentiv plans to report operating results from its recruiting and renewal applications, external brokerage pilots, customer agreements and recurring platform revenue over coming quarters. Pineapple Financial remains the legal reporting company, trading on NYSE American as PAPL, with a ticker change to PTIV anticipated around October 26, 2026. Its proposed corporate name change to Pentiv Inc. requires shareholder approval.
Pentiv's real commercial opportunity is turning proprietary brokerage experience into software that competitors are willing to pay for. Independent customer adoption, measurable financial returns and recurring revenue will determine whether Pentiv can command a valuation beyond its mortgage brokerage business.
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 16, 2026 | Market Activity | Digital Banking, Lending Infrastructure, Embedded Finance

On October 14, 2026, Canadian fintech KOHO selected LoanPro's lending platform to support its next financial products across Canada. LoanPro will provide billing, servicing and reporting, while KOHO retains control of its mobile app and product design. The arrangement gives KOHO specialized credit infrastructure as it expands beyond everyday spending and savings into a broader range of financial products.
Founded in 2014, KOHO has served more than 2.5 million Canadians, according to the announcement. Its current services include credit building, instalment payments, cash advances and a revolving line of credit. Supporting these products requires more than a customer interface. KOHO needs systems that can manage repayment terms, account balances and servicing requirements as its credit offering grows.
KOHO Chief Product Officer Rusen Baragiola wants technology that can accommodate new financial products without limiting how the company designs them. LoanPro's platform provides configurable billing, account servicing and reporting, allowing KOHO to develop products within its own app while relying on specialist software to manage the underlying credit accounts.
"We chose LoanPro for the flexibility to bring new products to market quickly and responsibly."
KOHO already offers different repayment arrangements. Its Pay Later service allows eligible customers to divide purchases of up to $1,000 into payments over three, six or nine months. Its revolving line of credit allows borrowers to access funds as needed while paying interest only on the amount used. Each product requires its own billing rules, payment records and account management processes.
The LoanPro agreement also addresses a Canadian operating requirement. Credit products must accommodate applicable provincial rules, including those in Québec. LoanPro's configurable platform gives KOHO flexibility to adapt product terms and servicing processes across jurisdictions while maintaining a consistent experience in its app. For a company serving customers nationally, it's important as it introduces products with different repayment structures and eligibility requirements.
KOHO's existing line of credit provides a useful example of how the company works with lending partners. Eligible customers can access between $1,000 and $15,000 through Fora Credit, which handles underwriting, approval, funding and servicing. KOHO provides the customer relationship and digital access to the product.
How KOHO's lending responsibilities are currently divided:
| Company | Confirmed role | Product or arrangement |
|---|---|---|
| KOHO | Customer app, customer relationships and financial product design | Existing financial services and planned LoanPro supported offerings |
| LoanPro | Billing, credit servicing technology and reporting | New KOHO financial products under the October 2026 agreement |
| Fora Credit | Underwriting, credit approval, loan funding and servicing | Existing KOHO Line of Credit, offering $1,000 to $15,000 |
Sources: KOHO's published line of credit documentation and the October 14, 2026 LoanPro partnership announcement. The LoanPro agreement covers new offerings; it does not establish a change to Fora's existing responsibilities.
Fora is part of Toronto fintech lender Propel Holdings, which also operates the Freshline lending platform backed by a US$60 million financing agreement. KOHO already works with Fora to provide its line of credit, while LoanPro brings additional billing, servicing and reporting technology to support KOHO's next credit products. The two relationships serve different purposes within KOHO's lending business.
KOHO has served more than 2.5 million Canadians since 2014, giving it an established audience for new credit products. By keeping control of product design and the customer experience, KOHO can introduce different repayment options while relying on specialist partners for lending technology and operations.
KOHO's lending strategy raises a question about who controls the economics of consumer credit. A fintech may own the customer relationship, but its ability to set credit terms, approve borrowers and earn lending revenue depends on how responsibilities are divided with its partners. As KOHO expands, those arrangements could matter more to its competitive position than the technology powering the loans.
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