Galileo Pushes Banks to Build Payments That Hold Up Under Pressure

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Halfway through the decade, it’s clear that payments don’t win on features alone. They win on confidence: predictable outcomes, fast recovery when something breaks, and controls that stop bad actors without tripping up everyone else.

The last five years made that shift unavoidable. Fraud kept evolving, the cost of capital changed what “growth” means and industry shifts reminded everyone that stability is built through ecosystems, not individual companies.

The hardest questions haven’t been about what’s possible to build. They’re about what’s possible to operate safely at scale — protecting end users while meeting the expectations of banks, networks and partners behind the scenes.

The Over: What We Saw Coming and Built For

• Digital-first payment experiences became the baseline. Better experiences mattered, but so did disputes, outages, customer support and the gray areas where trust is won or lost.
• Embedded programs grew up. More non-financial brands moved from “Should we offer this?” to “How do we run it responsibly?” Execution became the differentiator: governance, monitoring and post-launch operations.
• Debit rewards came back. Debit rewards made a comeback as credit tightened and brands looked to drive loyalty with the growing segment of debit-first and credit-averse consumers. In 2025, Wyndham, Southwest and United each launched a debit rewards program.
• Fraud became part of the product. The strongest programs designed risk controls into the flow and were intentional about where friction belongs.
• Modularity beat rebuilds. API-driven systems proved to be a practical way to add partners, expand capabilities and adapt faster without ripping out the foundation.
• Faster money movement became normal. Once you promise speed, reconciliation and exception handling can’t be afterthoughts. Weak links show up immediately as customer pains.

The Under: What Surprised Leaders and Forced Strategy Shifts

• Trust shocks moved up the stack. Confidence in partners, program structures and resiliency moved from operations to the top of the agenda.
• Oversight tightened at the program level. Speed to launch had to coexist with clear accountability, monitoring and the ability to demonstrate controls.
• Stablecoins re-entered the serious payments conversation. With the GENIUS Act establishing a framework for payment stablecoins, more teams began evaluating regulated stablecoins for settlement speed and select cross-border flows, including remittances.
• Efficiency pressure reshaped roadmaps. Retention, loss reduction and operational simplicity started outranking novelty.
• AI moved from interesting to expected. It raised the bar for decisioning and defense and exposed the cost of weak data governance.

The early signal that mattered most was subtle but decisive. Buyers stopped asking, “What does it do?” and started asking, “What happens when it fails?”

The Lesson as We Hit the Halfway Point of the Decade

The real advantage going into the second half is repeatable speed — launching and running new programs without reinventing governance, controls and operating models every time.

That’s why the next wave of focus is moving toward fewer, bigger bets: everyday payment experiences that hold up under pressure, risk and fraud controls designed into the flow from day one and operating discipline that keeps programs stable as they scale.