Finia added crypto wallets and a Mastercard without building infrastructure
A European neobank wanted to add wallet and card flows without turning its internal team into a crypto infrastructure department.
What they were up against.
Crypto infrastructure was outside the team’s core product work
MPC, key management, wallet events, fiat integrations, and card controls were all adjacent to the product vision, but not something the team wanted to rebuild internally.
Multiple vendors, multiple contracts
Initial vendor research pointed toward separate providers for wallets, fiat integrations, card issuing, and operational records. That created too many handoffs for a first version.
Regulatory workflows had to be considered early
Operating in the EU meant AML screening, Travel Rule metadata, KYC/KYB handoffs, and record keeping needed to be part of the operating model from the start.
Wallets and cards had to feel like one product
The product team needed wallet balances, card controls, and user experience to work together rather than becoming separate vendor surfaces.
One infrastructure path for wallet, card, and fiat flows.
BROsettlement — Wallet and ledger layer
Embedded MPC wallets, transaction events, and operating ledger records sit beneath the neobank product experience.
BROwallet — Branded wallet experience
A wallet product layer gives the neobank a faster path to crypto balances, exchange flows, and fiat input/output without a separate wallet build.
BROcard — Card product layer
Physical and virtual card flows connect to wallet balances, controls, and mobile wallet support under the neobank brand.
Compliance workflows connected early
AML screening, KYC/KYB handoffs, Travel Rule metadata, and ledger exports can be connected to the operating model instead of bolted on later.
How it fits into
their stack.
BroLabel integrated as an API layer between the client's product and the blockchain. Their team kept full control through RBAC — BroLabel handled MPC cryptography, multi-chain nodes, and compliance infrastructure.
Operational outcomes.
The value was having wallets, cards, fiat flows, and operational records planned as one product path instead of four disconnected vendor projects.
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