But maybe the fourth will be lucky…
Over the years, I’ve had the privilege of working on some truly exciting financial services brands: Aspinall Bank, Fiinu Bank, and SilverRock Bank. Each was built on a compelling value proposition, with beautifully crafted brand identities and robust marketing and acquisition strategies. They had clear routes to market, meticulously developed go-to-market plans, and the ambition to disrupt the status quo.
And yet… none of them launched. Why? Because, at the final hurdle, their investors pulled out.
Each time, the journey ended not due to flaws in the business model or proposition, but due to the razor-thin reliance on investor commitment. It’s a brutal reality for many financial startups, and one that needs to be talked about more openly. But perhaps, with the right structure and support, the fourth time will be lucky.
The harsh reality of investor-backed ventures
Creating a bank or regulated financial services brand is no small feat. It demands months, often years, of hard work, cross-functional coordination, capital investment, and commitment. From regulatory engagement and compliance frameworks to brand building, CX design, and digital infrastructure, the mobilisation phase is one of the most complex undertakings in the industry.
But even with everything in place, from talent to tech to customer readiness, the entire venture can be derailed if there is an over dependence on a single investor.
This is exactly what happened with Aspinall Bank, Fiinu Bank, and SilverRock Bank. These weren’t early-stage experiments - they were credible, customer-ready propositions, designed with longevity and purpose. But when investor confidence faltered at the very last minute, each one was forced to fold.
The broader context of financial services startups
Financial services, particularly banking and fintech, is a uniquely high-risk, high-barrier environment. According to market data:
In the UK, the dual-phase regulatory framework for new banks - involving initial mobilisation and eventual exit into full operational status - adds another layer of complexity. Mobilisation gives firms a provisional licence to build and test systems, but they must satisfy capital, governance, and operational readiness conditions before going fully live.
The data is stark: around 30–40% of firms that receive a UK banking licence with restrictions never exit mobilisation. The main reasons?
Many quietly disappear from the mobilisation register altogether - a silent graveyard of well-intentioned ventures.
The human and strategic cost
Behind every failed launch is a team of professionals who have invested more than just time. Marketers, technologists, regulatory experts, operations leads — all working to bring a new financial institution to life.
When an investor walks away late in the game, the damage isn’t just financial. It’s emotional, reputational, and deeply frustrating. The creativity, late nights, collaboration and belief that go into mobilisation are often lost without closure or recognition.
This is the untold cost of investor over-dependence - and it deserves to be acknowledged.
Lessons for future financial services brands
Having seen this pattern more than once, I’ve developed a real empathy for leaders and teams navigating mobilisation. It’s a uniquely pressured environment, but there are things we can do to strengthen our resilience and reduce exposure to this type of risk:
1. Diversify your investor dependency
Avoid relying on a single capital source. Build a more flexible, phased or consortium-based funding structure. Consider venture debt, revenue-based financing or strategic partnerships to broaden your foundation.
2. Ensure true investor alignment
A cheque isn’t enough. Investors must genuinely understand and support your long-term vision - and be ready for the regulatory and operational complexity ahead.
3. Build operational and financial contingency
A robust mobilisation plan should include risk scenarios. What if funding delays? What if compliance needs shift? Have a Plan B. And ideally, a Plan C.
4. Invest in emotional resilience
These journeys are taxing. Make space to protect your team’s wellbeing. Be transparent and honest about the risks, and prepare for the possibility that even great ideas can be shelved through no fault of the team.
Maybe the fourth time will be lucky?
Despite these setbacks, I remain passionately optimistic about the power of brand, strategy and customer insight in financial services. Mobilisation - when done well - is one of the most exciting parts of the journey. It’s where the vision becomes real.
So maybe the fourth venture will benefit from the hard lessons of the last three. Maybe it will have the funding structure, investor mindset and operational resilience needed to get across the line — and stay there.
If you’ve experienced something similar - or you’re preparing for mobilisation now - I’d love to hear your story.
How are you safeguarding against investor risk in your journey? Let’s connect.
LLOYDBRADLEY Brands Ltd. Monmouth,
NP25 4AY, Wales, UK.
© 2025 LLOYDBRADLEY Brands Ltd.
(previously BRAND iD)