Partnerships that turn payment capability into commercial advantage
The best partnerships are commercial relationships with defined roles and real economics, not referral links.
Extend a licensed European payments business into your market
Partners are not selling a product. They are extending a licensed European payments business into their own market.
If you have a client base we can serve, a product our infrastructure completes, or a sector you understand better than the market does, there is a conversation worth having.
- Regulated infrastructure you can build on: an EMI licensed in Malta, a Mastercard Principal Member and a direct CENTROlink participant. Your proposition sits on rails we own and licences we hold, not on a chain of intermediaries
- A full capability set: dedicated euro accounts and IBANs, payment gateway, SEPA Direct Debit collections, cross-border payouts and card issuing
- Sector fluency that closes deals: your clients will not spend three months explaining their business model to a risk team that has never seen it before
- Onboarding that moves: slow onboarding damages your client relationship, not just ours, so speed to live is a partnership commitment, not an operational aspiration
Refer, support, earn
Every partnership follows the same commercial logic: you bring qualified demand or a product our infrastructure completes, we make it more valuable, and both sides earn on defined terms.
Refer the demand you can qualify
Bring us clients who need European payment infrastructure and a provider that will actually engage with a complex file. Referrals run through a defined partner process supported by a commercial agreement, and partner-introduced clients complete the same due diligence as any FinXP client. That standard is not negotiable: a licensed partner is only valuable if the licence stays intact.
Supported at every step
You get structured commercial terms, direct access to our commercial team and no black-box referral process. We agree who owns the client relationship, who handles support and who leads onboarding, and we scope technical integration, data flows and service expectations before signature, not after, so neither side discovers a constraint only when it becomes expensive.
Earn on measurable outcomes
Partnerships that are not measured are not managed. We agree metrics and review them on a defined cadence: pipeline, conversion, time to live, revenue. Defined roles, real economics and a clear reason for both sides to keep investing.
Five kinds of partner, one standard of seriousness
Every partnership needs qualified demand or a product our infrastructure genuinely completes.
Technology platforms and software providers
Marketplaces, SaaS platforms and vertical software embedding payment functionality into an existing product. You own the customer relationship and the interface. We provide the accounts, collections, payouts and card infrastructure underneath.
Introducers, consultants and corporate service providers
Advisers, integrators, ISVs and corporate service providers with clients who need European payment infrastructure and a provider that will actually engage with a complex file. Structured commercial terms, direct access to our commercial team, no black-box referral process.
Fintechs and financial platforms
Businesses that need licensed capability without building or buying a licence: euro accounts, IBAN issuance, SEPA access, card programmes. We provide the regulated foundation; you provide the product and the customer.
Card programme operators
Partners building or scaling card propositions who need a Mastercard Principal Member with issuing capability, European reach and the appetite to structure a programme properly.
Sector specialists
Businesses with genuine depth in iGaming, FX, digital assets or cross-border trade, and clients who are currently underserved. We are interested in the demand you can qualify, not the volume you can promise.
A consistent structure for every partnership
Partnerships work when both sides are clear about what they are doing and why.
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01
Shared opportunity
We start with the commercial case. Which clients, which sectors, what problem, what value. If we cannot articulate the opportunity together in the first conversation, it is not a partnership; it is a hope.
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02
Clear roles
We agree who owns the client relationship, who handles support, who leads onboarding and where the commercial boundaries sit. Ambiguity here is the single most common reason partnerships underperform.
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03
Operational scoping
Technical integration, data flows, onboarding requirements, service expectations. We scope this before signature, not after, so neither side discovers a constraint only when it becomes expensive.
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04
Compliant onboarding
Partner-introduced clients go through the same due diligence as any FinXP client. That standard is not negotiable, and it is a feature of the partnership rather than an obstacle to it. A licensed partner is only valuable if the licence stays intact.
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05
Measurable outcomes
Agreed metrics, reviewed on a defined cadence. Pipeline, conversion, time to live, revenue. Partnerships that are not measured are not managed.
Infrastructure partners take to market
Your proposition sits on rails we own and licences we hold, not on a chain of intermediaries.
across our payment rails
through direct CENTROlink participation
for cross-border payouts
reached by our payout network
The outcomes partners put their name to
As the CEO of an EU based Acquirer, it is always comforting to work with partners that are also regulated within the EU. I am proud to have FinXP as one of our trusted partners and look forward to continue building on the existing relationship that is based on mutual trust and professionalism.
Steve Grech
CEO, acquiring.com
From the start of our partnership in 2018, we found FinXP very efficient and pragmatic. Their professionalism and knowledge of the payment ecosystem has really helped us elevate our services. Their team offer very good advice and their processes are smooth and diligent. I can definitely recommend their services.
Mickael Marceau
Head of Payments, Kindred Group plc
The Megalon Group AG has expressed great satisfaction with the collaboration, adaptability, and high service quality. FinXP has demonstrated remarkable professionalism. Brainstorming solutions and possibilities with them has been a pleasure!
Andreas Meyer
Board of Directors, Megalon Group
Is this the right partnership for you?
We are a strong fit if you have an established client base or product in a sector we serve, and you need regulated European payment infrastructure to complete or extend it.
We are probably not the right fit if you are looking for an open referral scheme with no commercial structure, or if the opportunity depends on onboarding standards we cannot meet as a licensed institution.
Being specific about these early saves everyone time. If you are unsure which side of the line you sit on, tell us what you are trying to build and we will give you a straight answer.
Partnering with FinXP, answered
FinXP considers commercial, technology, channel and infrastructure partnerships. This includes technology platforms embedding payments, introducers, ISVs, payment consultants and corporate service providers, fintechs requiring licensed capability, card programme operators, and sector specialists with qualified client demand. Every partnership requires a clear client need and a defined operating model.
Yes. Client referrals run through a defined partner process, supported by a commercial agreement and subject to FinXP's standard onboarding criteria. Referred clients complete the same due diligence as any other FinXP client.
Qualified client demand or a product that our infrastructure genuinely completes, a clear commercial rationale on both sides, and the ability to operate within the onboarding and compliance standards required of a licensed Electronic Money Institution.
Partners can build propositions across dedicated euro accounts and IBANs, payment gateway capability, SEPA Direct Debit collections, cross-border payouts and card issuing.
Yes. FinXP provides regulated payment infrastructure that partners can embed into their own products, with commercial and technical scope agreed at the outset of the partnership.
Partnerships begin with a commercial conversation covering the client opportunity, the operating model and the roles each side will hold. Operational and technical scoping follows, then a commercial agreement and a defined onboarding path.
Bring us the demand you can qualify
If you have a client base we can serve, a product our infrastructure completes, or a sector you understand better than the market does, there is a conversation worth having.