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2026 Global: Banking-As-A-Service Market-Competitive Review (2032) report

Publisher PerryHope Partners
Published Dec 15, 2025
Length 32 Pages
SKU # PHP20693830

Description

The 2026 Global: Banking-As-A-Service Market-Competitive Review (2031) report features the global market size and projected growth/decline data for the period 2021 through 2032. The report primarily provides an examination of the business strategies for the ten largest global companies in the market and how their strategies differ.

Perry/Hope Partners' reports provide the most accurate industry forecasts based on our proprietary economic models. Our forecasts project the product market size nationally and by regions for 2021 to 2032 using regression analysis in our modeling. and Perry/Hope is the only market research publisher that utilizes both longitudinal (historical) and vertical (from market section to market division to market class) analysis, since we study every manufactured product in the countries we analyze. The report also provides written analysis on the market definition, market segments, and SWOT analysis (market strengths, weaknesses, opportunities, and threats).

The market study aims at estimating the market size and the growth potential of this market. Topics analyzed within the report include a detailed breakdown of the global markets for banking-as-a-service market by geography and historical trend. The scope of the report extends to sizing of the banking-as-a-service market market and global market trends with market data for 2024 as the base year, 2025 and 2026 as the estimate years with projection of CAGR from 2027 to 2032.

The report also features a list of the top ten largest global players in the market. A review of each company includes 1) an estimate of the market share, 2) a listing of the products and/or services in the market, and 3) the features of these products and/or services in the market. The report has a chapter on Comparative Business Strategies for the largest four players. An example of the Comparative Business Strategies analysis would be -- How does Netflix's business strategy to expand its market share in the global online streaming compare to Amazon Prime's business strategy through its video products and services?

The ten market players in this report and a brief synopsis of their participation in the market are:

Antier, Stripe, ClearBank, Railsr, Solaris, Mambu, Treezor, Bankable, Marqeta, and Green Dot are among the ten major companies shaping the Banking‑as‑a‑Service (BaaS) market today. Antier provides customizable BaaS and crypto-ready integration with a strong focus on rapid deployment for fintechs and Web3 initiatives. Stripe leverages its global payments and developer‑friendly APIs to enable embedded banking services, card issuance, and account orchestration that scale across markets. ClearBank operates as a cloud‑native UK clearing bank offering real‑time clearing, direct access to payment schemes, and FSCS‑protected accounts, positioning itself for regulated embedded banking partnerships. Railsr (formerly Railsbank) offers modular BaaS and card services via comprehensive APIs, enabling account provisioning, payments, card issuing and compliance tooling for businesses in Europe and beyond. Solaris (Solarisbank) is a licensed German banking‑technology provider delivering IBAN accounts, card services, lending modules and KYC/AML capabilities through an API platform designed for rapid market entry in the EU.

Mambu supplies a cloud‑native, composable core banking platform used by banks and fintechs to assemble modern banking products quickly; its API‑first architecture supports rapid integration and product iteration. Treezor, now integrated into larger banking groups, offers end‑to‑end embedded finance including KYC, AML, payment processing and card issuance—services attractive to neobanks and platform businesses across Europe. Bankable provides a modular, API‑driven platform for card issuing, account management and white‑label payment solutions that help enterprises launch tailored financial products globally. Marqeta, while focused on card issuing, is a prominent BaaS enabler with instant provisioning, programmable cards and transaction controls that underpin many fintech and merchant payment offerings. Green Dot combines a bank charter with its Arc platform to deliver accounts, card programs, cash access and payroll/tax solutions as BaaS, leveraging distribution and regulatory posture to serve large technology partners and fintech brands in the U.S..

Together these ten firms represent complementary approaches within BaaS: licensed bank‑operators (ClearBank, Solaris, Green Dot, Treezor) that provide regulatory rails and deposit protection; platform and core‑banking specialists (Mambu, Bankable, Antier) that enable composable product assembly; payment‑centric and card infrastructure leaders (Stripe, Marqeta) that deliver developer APIs and card issuance at scale; and modular embedded finance providers (Railsr) focused on flexible integration and compliance. Market momentum is driven by API‑first architectures, real‑time clearing, regulatory partnerships, and demand for white‑label and programmable payment capabilities that reduce time‑to‑market for fintechs and non‑bank brands seeking to embed financial services into commerce and platforms.

Table of Contents

32 Pages
1.0 Scope of Report and Methodology
2.0 Market SWOT Analysis and Players
2.1 Market Definition
2.2 Market Segments
2.3 Market Strengths
2.4 Market Weaknesses
2.5 Market Threats
2.6 Market Opportunities
2.7 Major Players
3.0 Competitive Analysis
3.1 Market Player 1
3.2 Market Player 2
3.3 Market Player 3
3.4 Market Player 4
3.5 Market Player 5
3.6 Market Player 6
3.7 Market Player 7
3.8 Market Player 8
3.9 Market Player 9
3.10 Market Player 10
4.0 Comparative Business Strategies
4.1 Comparative Business Strategies of Player 1 and 2
4.2 Comparative Business Strategies of Player 1 and 3
4.3 Comparative Business Strategies of Player 1 and 4
4.4 Comparative Business Strategies of Player 2 and 3
4.5 Comparative Business Strategies of Player 2 and 4
4.6 Comparative Business Strategies of Player 3 and 4
5.0 Appendix

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