Here’s a number that should make every fintech founder pause: 75% of fintech startups crash within two decades. But here’s what’s interesting—the 25% that survive aren’t just lucky.
They’re methodical about something most overlook entirely—having a proper go-to-market strategy template that guides their customer discovery process.
While 35% of businesses fail because there’s simply no market need for what they’re building, successful fintechs like Brex started with just 85 carefully chosen pilot customers and built from there. We’re going to examine why 73% of financial technology startups fail within their first three years, explore Brex’s systematic approach that actually worked, and uncover the specific customer discovery frameworks that separate winners from the wreckage.
The difference isn’t talent or funding. It’s understanding your customers before you build anything at all.
The $Million Dollar Guessing Game
Most fintechs operate like they’re playing an expensive version of pin the tail on the donkey. They prioritize revenue over genuine customer understanding, and it shows in their burn rates.
Here’s what typically happens: startups chase prominent clients by developing tailored solutions. Sounds smart, right? You land a big name, get some revenue flowing, maybe impress some investors. But this approach depletes resources without creating anything scalable. You’re essentially building a consulting business disguised as a product company.
The data backs this up. Insufficient market research ranks among the top 20 mistakes fintech companies make. Limited market research often stems from a fundamental misunderstanding of who you’re actually trying to serve. Without thorough research, startups risk misallocating resources and investing in features that solve problems nobody actually has.
Think about it—you wouldn’t invest your personal savings without research. Yet founders routinely bet their companies on assumptions about what customers want.
The math is brutal but clear. When 35% of all business failures come down to “no market need,” we’re not talking about execution problems. We’re talking about fundamental discovery failures.
Brex’s 85-Customer Blueprint
Brex took a completely different approach. Instead of guessing, they built relationships first.
They started with 85 pilot customers, but here’s the key—these weren’t random selections. They focused on friends and family who were either founders or finance people at small companies. People they could actually talk to. People who’d give them honest feedback.
Then they got systematic about it. They scraped LinkedIn for contacts of thousands of foreign founders—people who typically lack FICO scores and struggle to get traditional business credit cards. They didn’t send generic pitches. They emailed these founders directly about specific pain points they’d identified.
But the real genius was what came next. They engaged directly with their pilot customers and interviewed them about their biggest frustrations. Through these conversations, they discovered that eliminating personal guarantees mattered deeply to people, along with higher limits and genuinely fast onboarding. Their customers didn’t want to wait weeks for approval—they wanted to get a card in five minutes.
Brex didn’t just listen; they iterated. They delivered first cards to their pilot customers within four months, building feedback workflows around critical product flows. They focused heavily on Net Promoter Score and made customer input central to every decision.
This wasn’t customer discovery as a checkbox exercise. This was relationship building that informed everything they built.
The Underserved Goldmine
Here’s something that might surprise you: 41.3% of fintech companies state their mission is serving customers who remain excluded or underserved by traditional financial services. And these aren’t charity cases—they’re profitable segments.
The numbers tell a compelling story:
- 57% of surveyed fintech firms report that micro, small and medium enterprises constitute significant portions of their customer base
- 47% report low-income individuals as significant customer segments
- 41% focus on women as a key demographic
These underserved populations aren’t just being reached—they’re contributing meaningfully to fintechs’ bottom lines. The companies serving them have figured out something important: they use different sources of information and new techniques to evaluate customers, their behavior, and their risk. This approach allows them to reach excluded segments affordably.
Brex’s focus on foreign founders exemplifies this perfectly. Traditional banks couldn’t serve this segment effectively because they relied on FICO scores these entrepreneurs didn’t have. Brex saw an opportunity where others saw complexity.
The lesson? Sometimes the best customers are the ones everyone else has written off.
The Compliance Reality Check
This is where many customer discovery discussions go wrong: 73% of the failures of fintech startups stem from compliance issues. The difference between successful companies and the rest is that successful ones viewed compliance as a source of competitive advantage and not as a cost center to be minimized.
Well, consider this: start-ups that conduct regulatory planning in the pre-seed phase will have a 64% better survival rate. When firms have a regulatory compliance specialist on their founding team, they will raise capital 2.8 times faster than a team without this expertise. Furthermore, many fundraising efforts are lost at the first banking partnership and another 42% after they integrate technology with a bank.
Smart founders know compliance is not independent of customer discovery; compliance informs discovery. When you know what you can actually deliver, in compliance with the law, you have a better opportunity to create honest conversations with potential customers about what you can deliver and what they may be able to expect from you.
Compliance leads to customer experiences that are simple and easy to use in a sector where customers expect these experiences from financial services. You can’t discover what customers really need without understanding what you can legally provide.
The Discovery Advantage
We’re not just talking about market research here. We’re talking about building relationships before building products.
Brex’s methodical approach—starting with underserved segments and integrating regulatory planning—shows us that customer discovery isn’t a one-time research project. It’s ongoing relationship building. The 25% of fintechs that survive treat customer understanding as their primary competitive advantage.
They understand something the other 75% miss: in financial services, trust comes first, features second.
While most startups rush to market with assumptions, the successful few invest in understanding first. They realize that every conversation with a potential customer is an opportunity to validate not just what to build, but whether to build it at all.
That’s not just good business. That’s survival.
