According to Sean Barrett, chief marketing officer at Albertsons Cos, the grocer wants value-seeking, time-strapped consumers to be able to shop its stores and feel like they’ve made a good decision in doing so. “Retail media, and commerce marketing in general, plays a really important role to interrupt and lead that shopper with great value, great offerings, a great message that makes them feel like a smart shopper buying your brand on that shopping trip, as well as delivering them a personalized offer, for instance, so they can get great value on your product in the place that they prefer to shop, the place that they primarily shop.” When it comes to the value equation of “what you pay is what you get,” Barrett asserted that Albertsons is working closely with its brand partners and leveraging its scale to lower prices for shoppers. Relevant, personalized offers, as well as the grocer’s revamped loyalty program, are also making a positive impact on the “what you pay” side of that value equation.. The grocer is also leveraging what it knows about specific customers to offer them helpful, relevant communication that encourages them to make a purchase. That inevitably leads to in-store retail media and marketing opportunities, which Barrett said Albertsons is actively pursuing. “We’ve all done this with signage and marketing materials in store, but really that next frontier is to bring digital media capabilities and measurement and optimization into our in-store environments,” he said. Barrett also stressed the use of data to bring all of these tactics together, and of having it in one place to make it more actionable. Further, connecting data to all of its marketing channels allows Albertsons to be more personal and relevant, and thus drive convenience for customers every time it engages with them.
New survey says 52% of Americans are BNPL for everyday purchases; electronics, furniture and home goods are the most popular items purchased through BNPL with an average minimum price of $250
According to a survey by PartnerCentric.com, 52% of Americans now rely on installment-based payment services to cover everyday purchases, including groceries. The most popular items purchased through BNPL include medium to large products like electronics, furniture and home goods, with an average minimum price of $250. But 31% of consumers also reported using those programs for essentials like groceries, highlighting the financial strain many households are facing. BNPL programs are especially popular among younger Americans, with 59 percent of Gen Z and 58 percent of millennials opting for flexible payment methods. The survey also found that 35 percent of consumers plan to use BNPL more frequently in 2025, a figure that jumps to 65 percent among Gen Z. Popular BNPL providers like Afterpay, Affirm, PayPal Pay in 4 and Klarna have become critical financial tools for many Americans, offering flexible installment plans with no interest, helping consumers manage their rising expenses. These options won’t affect credit scores if payments are made on time. Economic uncertainty appears to be adding to the trend. Fifteen percent of survey participants said they tried BNPL in 2025 due to the increased cost of living.
Jenius Bank surpassed $2 billion in deposits with its no-fee ‘evolved banking’ approach, centered on providing personalized financial insights from account aggregation
Jenius Bank has surpassed $2 billion in deposits by focusing on “evolved banking” — providing personalized financial insights through account aggregation while eliminating fees to help customers gain financial confidence and make better decisions. John Rosenfeld, President of Jenius Bank, a division of SMBC MANUBANK said, “We developed two concepts within a paradigm, if you will, where there’s core banking, which is what every bank does, allows you to put money with them, allows you to go online, see how much you have, see how much you’re earning, allows you to move money in and out, review your statements, read your terms and conditions, all that stuff that every bank does. We call that core banking. We developed the concept of evolved banking, which encompasses everything beyond core features that not every bank offers. And we grouped all this into something we call the Jenius views. So, if you download our mobile app, you’ll find this tab at the bottom. And within this space, you’re able to link your accounts from other banks, other brokerages. You can view credit cards and your entire financial picture in one place. Again, this allows the consumer to give us access to their other information, enabling us to consolidate and provide them with valuable insights. While there are some banks that are doing this, what we call aggregation services, many of them are doing it to gain a view of the customer’s financial situation and then potentially use that information to try to figure out what else they can sell them. We took a different approach. We said, what if we used all that information to actually give customers insights and help them avoid fees, making smarter and more confident financial decisions? Now, why would a bank do such a thing that’s not necessarily going to bolster their profits? We thought about this and concluded that if we could establish a new level of trust with consumers, the next time they have a financial need, we hope they’ll come back to us first. The idea that money is such an emotional driver that it has nothing to do with how much you make or don’t make, but rather whether you are making good decisions. With the capabilities that are evolving in the data space and analytics and machine learning and AI, if a consumer gives someone full access to every penny that they have and not access to move the money, but access to the information, think of how much you can do with technology to identify those things that you may not have noticed. The lack of fees on our savings or a loan product was really driven by wanting to create something better and more compelling than what’s available in the industry. We created a bank that’s incredibly efficient because we don’t have buildings, we don’t have paper, we don’t mail things. So, we don’t spend any money on postage. The target was really what we call high-potential digital optimizers. And we call it that because high potential means they’re going somewhere and are ambitious. They want to progress in building a better lifestyle and achieving more.
Stash’s advanced AI-powered financial guidance platform translates expert-level investing strategies into real-time, personalized recommendations; 1 in 4 customers who interact with Money Coach AI go on to take a positive action, within 10 minutes of interaction
Stash has secured $146 million in a Series H funding round to deepen its investment in AI for its financial guidance platform. The investment will accelerate product innovation, drive subscriber growth, and further develop Stash’s AI capabilities. Central to this strategy is Money Coach AI, an advanced financial guidance platform that translates expert-level investing strategies into real-time, personalized recommendations for everyday users. Money Coach AI has already reshaped how millions of Americans engage with their money and think about their personal finances. From helping customers pick their first investment to providing personalized diversification guidance, Money Coach AI helps customers get started and make saving and investing a habit that sticks. With 2.2 million user interactions already, Money Coach AI will serve as the cornerstone of Stash’s renewed commitment to help users build savings, invest consistently, and make smart financial decisions. Notably, 1 in 4 customers who interact with Money Coach AI go on to take a positive action, such as making an investment, depositing funds, diversifying, or turning on or adjusting Auto-Stash, within 10 minutes of interaction, demonstrating its tangible impact on behavior. Through its scalable approach, Stash is demonstrating that AI can do more than automate; it can empower users by helping them make informed financial decisions in real-time.
FINRA is considering lightening the “heightened supervisory plans” over messages sent using WhatsApp and other off-channel communications
FINRA is looking to lighten the supervision burden on nearly 80 firms that reached settlements before the start of the year over messages sent using WhatsApp and other texting systems. Financial Industry Regulatory Authority executives said they’re considering revisions to the “heightened supervisory plans” that 77 industry firms were subjected to as part of settlements reached over their use of so-called off-channel communications. Concerns over fairness gave rise to FINRA’s proposal to modify the regulatory requirements imposed on firms that reached settlements pre-2025. FINRA’s blog post, written by CEO Robert Cook and Executive Vice President Greg Ruppert, notes that firms that reached settlements after the start of this year were subject to far less onerous terms. Those companies, which included Charles Schwab, Blackstone and the private equity giant KKR, avoided various other mandates imposed on other firms. They, for instance, don’t have to file an application to continue their membership in FINRA and agree to a heightened supervision plan (HSP) meant to prevent further violations. FINRA’s blog cautions that the contemplated changes won’t make things equal between firms that reached settlements this year and those that did before. “FINRA cannot do that because of the differences built into the SEC settlements,” according to the blog. “In addition, under applicable rules FINRA cannot eliminate the HSPs altogether for the pre-2025 settling firms.” Cook and Ruppert wrote in FINRA’s blog that they were initially planning to ask the SEC to eliminate heightened supervision plans for member firms fined for off-channel violations. But that can’t be done now that the SEC has rejected the request to modify the initial settlements. FINRA, a self-regulatory organization deputized by the SEC to oversee the brokerage industry, has no power to alter SEC deals on its own.
How Ally Bank built a customer-first digital experience
In an era where differentiation in banking is increasingly difficult, Ally Bank has emerged as a leader in creating exceptional digital banking experiences. Sathish Muthukrishnan, chief information and technology officer at Ally Financial said, “The intent behind launching our technology strategy was to ensure that technology will continue to be relevant in an all-digital bank, but more importantly, to create differentiation and drive significant business outcomes. We categorized our strategy into six different pillars. The first is security. Our second pillar was driving tremendous experiences. The third pillar is how I know my experience is working. That’s when data analytics came in. Measure what consumers do, but more importantly, measure what they don’t do. Our operational pillar involved migrating to cloud, driving automation and consistency in how we develop and deploy code. And then we needed to preserve our culture and take care of our talent. These pillars laid the foundation for our transformation. We now have about 75% of our applications running on the cloud and about 95% of the enterprise data in the cloud. This allows us to learn from consumer behaviors, understand what they’re expecting and create experiences in real time so consumers think they are our only customer. We had our cloud strategy and data in the cloud warehouse. At the beginning of 2022, we redefined our network. As we were thinking about AI, we launched our chat assistant, Ally Assist. We created Ally AI because we knew technology was fast-evolving, but there were concerns about sending data to external LLMs. To address this, we built an AI platform that could connect to external LLMs but with added security — it removes PII, tracks all transactions and rehydrates PII for context. Our platform can connect to multiple LLMs — from GPT to FLAN to Bedrock. We can pick the right LLM depending on the use case or combine answers from several LLMs. Our content creation LLM is different from what we use for code generation or risk assessment. We have different models for different use cases. My advantage is that the product team, UI/UX team and technology team are all part of the same technology organization. We rolled out savings buckets — your deposit account with multiple savings buckets that you can name yourself. If you start questioning why roadblocks exist and how to solve them, your brand becomes more relevant to consumers. You become their next best experience, deepening relationships.”
Ally Bank’s AI platform can pick the right external LLM depending on the use case or combine answers from several LLMs; it removes PII, tracks all transactions and rehydrates PII for context
In an era where differentiation in banking is increasingly difficult, Ally Bank has emerged as a leader in creating exceptional digital banking experiences. Sathish Muthukrishnan, chief information and technology officer at Ally Financial said, “The intent behind launching our technology strategy was to ensure that technology will continue to be relevant in an all-digital bank, but more importantly, to create differentiation and drive significant business outcomes. We categorized our strategy into six different pillars. The first is security. Our second pillar was driving tremendous experiences. The third pillar is how I know my experience is working. That’s when data analytics came in. Measure what consumers do, but more importantly, measure what they don’t do. Our operational pillar involved migrating to cloud, driving automation and consistency in how we develop and deploy code. And then we needed to preserve our culture and take care of our talent. These pillars laid the foundation for our transformation. We now have about 75% of our applications running on the cloud and about 95% of the enterprise data in the cloud. This allows us to learn from consumer behaviors, understand what they’re expecting and create experiences in real time so consumers think they are our only customer. We had our cloud strategy and data in the cloud warehouse. At the beginning of 2022, we redefined our network. As we were thinking about AI, we launched our chat assistant, Ally Assist. We created Ally AI because we knew technology was fast-evolving, but there were concerns about sending data to external LLMs. To address this, we built an AI platform that could connect to external LLMs but with added security — it removes PII, tracks all transactions and rehydrates PII for context. Our platform can connect to multiple LLMs — from GPT to FLAN to Bedrock. We can pick the right LLM depending on the use case or combine answers from several LLMs. Our content creation LLM is different from what we use for code generation or risk assessment. We have different models for different use cases. My advantage is that the product team, UI/UX team and technology team are all part of the same technology organization. We rolled out savings buckets — your deposit account with multiple savings buckets that you can name yourself. If you start questioning why roadblocks exist and how to solve them, your brand becomes more relevant to consumers. You become their next best experience, deepening relationships.”
New York state to establish a supervision framework for BNPL- disclosures, dispute resolution, limits on fee, data privacy; requires disclosure when a price was set by an algorithm using personal data
Governor Kathy Hochul signed a new legislation as part of the FY26 Enacted Budget that will protect consumers across New York and fight back against scams or exploitative practices. From simplifying the process of cancelling recurring online subscriptions to cracking down on overdraft fees that target low-income consumers, these new laws will help New Yorkers fight back against unfair corporate practices. The FY26 budget includes legislation requiring businesses to notify consumers of upcoming renewals and price changes as well as provide clear instructions on how to cancel subscriptions. Under this legislation, cancellation processes must be simple, transparent, and fair – ensuring that it is just as easy to cancel a subscription as it was to sign up. With e-commerce sales rising and returns accounting for billions of dollars annually, New Yorkers deserve stronger consumer protections. The FY26 Budget also includes legislation to require online retail sellers to post return and refund policies in a way that is easily accessible for consumers; and a legislation to establish a licensing and supervision framework for BNPL providers. This legislation will introduce safeguards, such as disclosure requirements, dispute resolution standards, limits on all charges and fees, and data privacy protections to ensure consumers are better protected when using these financial products. The FY26 Budget includes first-in-the-nation legislation that requires businesses to disclose clearly to consumers when a price was set by an algorithm using their personal data, subject to certain exceptions.
Jenius Bank surpassed $2 billion in deposits with its no-fee ‘evolved banking’ approach, centered on providing personalized financial insights from account aggregation
Jenius Bank has surpassed $2 billion in deposits by focusing on “evolved banking” — providing personalized financial insights through account aggregation while eliminating fees to help customers gain financial confidence and make better decisions. John Rosenfeld, President of Jenius Bank, a division of SMBC MANUBANK said, “We developed two concepts within a paradigm, if you will, where there’s core banking, which is what every bank does, allows you to put money with them, allows you to go online, see how much you have, see how much you’re earning, allows you to move money in and out, review your statements, read your terms and conditions, all that stuff that every bank does. We call that core banking. We developed the concept of evolved banking, which encompasses everything beyond core features that not every bank offers. And we grouped all this into something we call the Jenius views. So, if you download our mobile app, you’ll find this tab at the bottom. And within this space, you’re able to link your accounts from other banks, other brokerages. You can view credit cards and your entire financial picture in one place. Again, this allows the consumer to give us access to their other information, enabling us to consolidate and provide them with valuable insights. While there are some banks that are doing this, what we call aggregation services, many of them are doing it to gain a view of the customer’s financial situation and then potentially use that information to try to figure out what else they can sell them. We took a different approach. We said, what if we used all that information to actually give customers insights and help them avoid fees, making smarter and more confident financial decisions? Now, why would a bank do such a thing that’s not necessarily going to bolster their profits? We thought about this and concluded that if we could establish a new level of trust with consumers, the next time they have a financial need, we hope they’ll come back to us first. The idea that money is such an emotional driver that it has nothing to do with how much you make or don’t make, but rather whether you are making good decisions. With the capabilities that are evolving in the data space and analytics and machine learning and AI, if a consumer gives someone full access to every penny that they have and not access to move the money, but access to the information, think of how much you can do with technology to identify those things that you may not have noticed. The lack of fees on our savings or a loan product was really driven by wanting to create something better and more compelling than what’s available in the industry. We created a bank that’s incredibly efficient because we don’t have buildings, we don’t have paper, we don’t mail things. So, we don’t spend any money on postage. The target was really what we call high-potential digital optimizers. And we call it that because high potential means they’re going somewhere and are ambitious. They want to progress in building a better lifestyle and achieving more.
Marqeta is focusing on growing non-Block business, launching embedded finance offerings via white label app and offering personalized card benefits and rewards
Marqeta’s Interim CEO Mike Milotich wants to boost the processor’s non-Block revenue and expand its embedded finance offerings via a new mobile app for customers. “We have several innovative things that we’re doing, and we are constantly growing the capabilities we offer. For us it’s two things our investors are clamoring for. We have one very large customer, Block. This past quarter, they were 45% of our revenue. We’re making progress growing our non-Block business, and so I would say that’s an area of focus: How quickly is our non-Block business growing? Our non-Block revenue is growing more than 10 points faster than our Block revenue. That’s something investors are watching. We still think there’s a lot of growth opportunity with Block and so it’s more, how quickly can we diversify the business outside of that? Another thing investors want to see is how successfully we move into embedded finance. How successfully were we able to attract these different kinds of companies and get them on our platform and show the difference that we can make, versus maybe what has been done in the past. We still think there’s a lot of opportunity at Block and a lot of ways we can help them. We don’t necessarily target that percentage. We more target non-Block growth. We want to drive non-Block growth, but if Block grows really fast, that’s not a bad thing on our platform. We support Square, we support Afterpay, we support Cash App. They’ve talked a lot about getting Afterpay inserted more into Cash App directly. So there’s things that we can help them with. They haven’t done a true credit card yet, and these are all things that they could do seamlessly with us. In addition to that, we obviously are trying to grow our business as much as we can with other partners. We’re happy integrating with multiple players. hey’re looking for a more holistic offering. We’re providing a lot more value-added services, risk services that they can adopt. We announced we’re building a white label app, so that the decision maker for this card program, one day they might want to embed it into their existing company app, but that takes a lot of selling internally to get people to commit resources that way. So a lot of them are saying, I’m going to build a standalone app that looks and feels and easily syncs with our main app. But it can allow me to get traction in the market, and then maybe one day later, embed it directly. I think the big change that we see coming, that a lot of people are interested in, is where you would do more from their experience. You’re inside their app, and there are things you can do. If you were an airline, why wouldn’t you be able to do some things directly from their application, as opposed to leaving it, and so I think that’s personalized rewards. One of the things we’re working on in credit is credit platforms. Today, the reward is the same for you as it is for me, but there’s no reason why. What would be on (each) website would be very different, and we believe there’s no reason why card benefits and rewards couldn’t be similar, where they are somewhat tailored to your preferences and your needs.”