World's Best Financial Platforms Ranking 2024
In response to the growing influence of platforms and wallets, TABInsights has developed a comprehensive assessment of the world’s leading platforms, ranking them based on a six-dimensional balanced scorecard. This evaluation measures their capabilities across six critical areas: customer focus, service coverage, usage and engagement, financial performance, ecosystem strength, and strategy and leadership.
We anticipate releasing the World's Best Financial Platforms Ranking 2025 on 20 February 2025.
| Rank | Platform | Country/Region | Year of launch | Customer | Coverage and Service Scope | Usage and Engagement | Financial Performance | Ecosystem | Strategy and Leadership | Final score | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Users/ Population | User growth | Total Score | # of markets | # of financial products |
Total Score | GTV/User | GTV growth | NPS | Total Score | Gross revenue | Revenue growth | Profitable (Y/N) | Total Score | Extensiveness of ecosystems | Total Score | Key achievements | Total Score | |||||
| Score | Score | 20% | Score | Score | 20% | Score | Score | Score | 20% | Score | Score | Score | 20% | Score | 10% | Score | 10% | |||||
| 10 | 10 | 20 | 10 | 8 | 20 | 10 | 10 | 10 | 20 | 10 | 10 | 10 | 20 | 10 | 10 | 10 | 10 | 100 | ||||
| 1 | Alipay | China | 2004 | 7.0 | 1.0 | 8.0 | 10.0 | 7.0 | 18.9 | 10.0 | 1.0 | 5.4 | 10.9 | 10.0 | 1.0 | 10.0 | 14.0 | 8.0 | 8.0 | 7.0 | 7.0 | 66.8 |
| 2 | Gcash | Philippines | 2004 | 6.0 | 4.0 | 10.0 | 10.0 | 7.0 | 18.9 | 9.0 | 4.0 | 6.8 | 13.2 | 2.0 | 6.0 | 10.0 | 12.0 | 4.0 | 4.0 | 7.0 | 7.0 | 65.1 |
| 3 | WeChat Pay | China | 2013 | 5.0 | 1.0 | 6.0 | 10.0 | 5.0 | 16.7 | 10.0 | 1.0 | 5.0 | 10.7 | 10.0 | 1.0 | 10.0 | 14.0 | 7.0 | 7.0 | 5.0 | 5.0 | 59.3 |
| 4 | Wise | UK | 2011 | 2.0 | 6.0 | 8.0 | 10.0 | 3.0 | 14.4 | 10.0 | 2.0 | 2.8 | 9.9 | 6.0 | 6.0 | 10.0 | 14.7 | 5.0 | 5.0 | 6.0 | 6.0 | 58.0 |
| 5 | M-Pesa | Africa | 2007 | 2.0 | 2.0 | 4.0 | 8.0 | 7.0 | 16.7 | 9.0 | 2.0 | 5.0 | 10.7 | 4.0 | 2.0 | 10.0 | 10.7 | 7.0 | 7.0 | 6.0 | 6.0 | 55.0 |
| 6 | Apple Pay | Global | 2014 | 1.0 | 1.0 | 2.0 | 10.0 | 4.0 | 15.6 | 10.0 | 2.0 | 3.7 | 10.5 | 7.0 | 3.0 | 10.0 | 13.3 | 5.0 | 5.0 | 6.0 | 6.0 | 52.4 |
| 7 | KakaoPay | South Korea | 2014 | 8.0 | 0.0 | 8.0 | 8.0 | 5.0 | 14.4 | 8.0 | 2.0 | 0.0 | 6.7 | 3.0 | 2.0 | 10.0 | 10.0 | 6.0 | 6.0 | 6.0 | 6.0 | 51.1 |
| 8 | PayPal | Global | 1998 | 1.0 | 0.0 | 1.0 | 10.0 | 6.0 | 17.8 | 8.0 | 1.0 | 0.0 | 6.0 | 10.0 | 1.0 | 10.0 | 14.0 | 5.0 | 5.0 | 5.0 | 5.0 | 48.8 |
| 9 | Toss | South Korea | 2015 | 5.0 | 2.0 | 7.0 | 7.0 | 7.0 | 15.6 | 8.0 | 2.0 | 1.5 | 7.7 | 5.0 | 3.0 | 0.0 | 5.3 | 6.0 | 6.0 | 6.0 | 6.0 | 47.6 |
| 10 | DANA | Indonesia | 2017 | 7.0 | 5.0 | 12.0 | 1.0 | 3.0 | 4.4 | 1.0 | 10.0 | 5.3 | 10.9 | 3.0 | 6.0 | 0.0 | 6.0 | 6.0 | 6.0 | 5.0 | 5.0 | 44.3 |
Methodology: The scorecard assessment covers capabilities mapped across six key dimensions: customer, coverage and service scope, usage and engagement, financial performance, ecosystem, and strategy and leadership.
Source: TABInsights
| Rank | Platform | Country/Region | Year of launch | Customer | Coverage and Service Scope | Usage and Engagement | Financial Performance | Ecosystem | Strategy and Leadership | Final score | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Users/ Population | User growth | Total Score | # of markets | # of financial products |
Total Score | GTV/User | GTV growth | NPS | Total Score | Gross revenue | Revenue growth | Profitable (Y/N) | Total Score | Extensiveness of ecosystems | Total Score | Key achievements | Total Score | |||||
| Score | Score | 20% | Score | Score | 20% | Score | Score | Score | 20% | Score | Score | Score | 20% | Score | 10% | Score | 10% | |||||
| 10 | 10 | 20 | 10 | 8 | 20 | 10 | 10 | 10 | 20 | 10 | 10 | 10 | 20 | 10 | 10 | 10 | 10 | 100 | ||||
| 1 | Alipay | China | 2004 | 7.0 | 1.0 | 8.0 | 10.0 | 7.0 | 18.9 | 10.0 | 0.0 | 5.4 | 10.3 | 10.0 | 0.0 | 10.0 | 13.3 | 8.0 | 8.0 | 6.0 | 6.0 | 64.5 |
| 2 | Gcash | Philippines | 2004 | 5.0 | 7.0 | 12.0 | 7.0 | 7.0 | 15.6 | 8.0 | 6.0 | 7.6 | 14.4 | 2.0 | 6.0 | 10.0 | 12.0 | 3.0 | 3.0 | 7.0 | 7.0 | 64.0 |
| 3 | Wise | UK | 2011 | 2.0 | 7.0 | 9.0 | 10.0 | 3.0 | 14.4 | 10.0 | 4.0 | 3.0 | 11.3 | 5.0 | 8.0 | 10.0 | 15.3 | 5.0 | 5.0 | 6.0 | 6.0 | 61.1 |
| 4 | WeChat Pay | China | 2013 | 5.0 | 1.0 | 6.0 | 10.0 | 5.0 | 16.7 | 10.0 | 0.0 | 5.0 | 10.0 | 10.0 | 0.0 | 10.0 | 13.3 | 7.0 | 7.0 | 5.0 | 5.0 | 58.0 |
| 5 | M-Pesa | Africa | 2007 | 2.0 | 2.0 | 4.0 | 7.0 | 7.0 | 15.6 | 9.0 | 2.0 | 5.0 | 10.7 | 3.0 | 2.0 | 10.0 | 10.0 | 7.0 | 7.0 | 7.0 | 7.0 | 54.2 |
| 6 | KakaoPay | South Korea | 2014 | 8.0 | 2.0 | 10.0 | 6.0 | 4.0 | 11.1 | 8.0 | 2.0 | 1.7 | 7.8 | 3.0 | 2.0 | 10.0 | 10.0 | 6.0 | 6.0 | 6.0 | 6.0 | 50.9 |
| 7 | PayPal | Global | 1998 | 1.0 | 1.0 | 2.0 | 10.0 | 6.0 | 17.8 | 8.0 | 1.0 | 0.0 | 6.0 | 10.0 | 1.0 | 10.0 | 14.0 | 5.0 | 5.0 | 6.0 | 6.0 | 50.8 |
| 8 | DANA | Indonesia | 2017 | 9.0 | 8.0 | 17.0 | 1.0 | 2.0 | 3.3 | 1.0 | 10.0 | 5.8 | 11.2 | 3.0 | 6.0 | 0.0 | 6.0 | 6.0 | 6.0 | 7.0 | 7.0 | 50.5 |
| 9 | Apple Pay | Global | 2014 | 1.0 | 1.0 | 2.0 | 10.0 | 4.0 | 15.6 | 10.0 | 1.0 | 5.2 | 10.8 | 6.0 | 1.0 | 10.0 | 11.3 | 5.0 | 5.0 | 4.0 | 4.0 | 48.7 |
| 10 | Toss | South Korea | 2015 | 5.0 | 3.0 | 8.0 | 7.0 | 7.0 | 15.6 | 8.0 | 3.0 | 3.0 | 9.3 | 3.0 | 3.0 | 0.0 | 4.0 | 6.0 | 6.0 | 5.0 | 5.0 | 47.9 |
| 11 | Paytm | India | 2009 | 1.0 | 7.0 | 8.0 | 2.0 | 8.0 | 11.1 | 5.0 | 6.0 | 2.1 | 8.7 | 5.0 | 6.0 | 0.0 | 7.3 | 6.0 | 6.0 | 4.0 | 4.0 | 45.2 |
| 12 | MoMo | Vienam | 2010 | 3.0 | 5.0 | 8.0 | 1.0 | 7.0 | 8.9 | 4.0 | 3.0 | 4.7 | 7.8 | 2.0 | 4.0 | 0.0 | 4.0 | 7.0 | 7.0 | 7.0 | 7.0 | 42.7 |
| 13 | Grab | Southeast Asia | 2012 | 1.0 | 3.0 | 4.0 | 8.0 | 5.0 | 14.4 | 1.0 | 3.0 | 2.6 | 4.4 | 2.0 | 7.0 | 0.0 | 6.0 | 7.0 | 7.0 | 6.0 | 6.0 | 41.8 |
| 14 | GoTo | Indonesia | 2021 | 4.0 | 2.0 | 6.0 | 3.0 | 4.0 | 7.8 | 2.0 | 7.0 | 5.3 | 9.5 | 3.0 | 5.0 | 0.0 | 5.3 | 6.0 | 6.0 | 7.0 | 7.0 | 41.6 |
| 15 | Klarna | Sweden | 2017 | 1.0 | 1.0 | 2.0 | 10.0 | 3.0 | 14.4 | 3.0 | 3.0 | 2.8 | 5.9 | 6.0 | 2.0 | 0.0 | 5.3 | 5.0 | 5.0 | 7.0 | 7.0 | 39.6 |
| 16 | Papara | Turkey | 2016 | 3.0 | 7.0 | 10.0 | 1.0 | 5.0 | 6.7 | 1.0 | 2.0 | 2.0 | 3.3 | 1.0 | 3.0 | 10.0 | 9.3 | 5.0 | 5.0 | 5.0 | 5.0 | 39.3 |
| 17 | True Money | Southeast Asia | 2005 | 1.0 | 2.0 | 3.0 | 7.0 | 7.0 | 15.6 | 2.0 | 3.0 | 4.0 | 6.0 | 2.0 | 2.0 | 0.0 | 2.7 | 6.0 | 6.0 | 6.0 | 6.0 | 39.2 |
| 18 | Boost | Malaysia | 2017 | 1.0 | 3.0 | 4.0 | 7.0 | 3.0 | 11.1 | 5.0 | 3.0 | 2.7 | 7.1 | 1.0 | 6.0 | 0.0 | 4.7 | 5.0 | 5.0 | 5.0 | 5.0 | 36.9 |
| 19 | Google Pay | Global | 2015 | 1.0 | 1.0 | 2.0 | 10.0 | 3.0 | 14.4 | 3.0 | 1.0 | 3.0 | 4.7 | 8.0 | 1.0 | 0.0 | 6.0 | 4.0 | 4.0 | 4.0 | 4.0 | 35.1 |
| 20 | LINE Pay | Asia | 2014 | 1.0 | 2.0 | 3.0 | 4.0 | 7.0 | 12.2 | 7.0 | 1.0 | 3.0 | 7.3 | 3.0 | 1.0 | 0.0 | 2.7 | 5.0 | 5.0 | 3.0 | 3.0 | 33.2 |
| 21 | Venmo | US | 2009 | 3.0 | 4.0 | 7.0 | 1.0 | 4.0 | 5.6 | 8.0 | 1.0 | 0.0 | 6.0 | 4.0 | 1.0 | 0.0 | 3.3 | 4.0 | 4.0 | 5.0 | 5.0 | 30.9 |
| 22 | Samsung Pay | Global | 2015 | 1.0 | 1.0 | 2.0 | 10.0 | 2.0 | 13.3 | 2.0 | 1.0 | 1.0 | 2.7 | 1.0 | 1.0 | 0.0 | 1.3 | 3.0 | 3.0 | 2.0 | 2.0 | 24.3 |
Methdology: The scorecard assessment covers capabilities mapped across six key dimensions: customer, coverage and service scope, usage and engagement, financial performance, ecosystem, and strategy and leadership.
Source: TABInsights
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Bryan Lo
Risk Management & Regulatory Strategy Expert
Brian Lo is a seasoned risk professional with nearly 30 years of experience across global financial institutions. Based in Hong Kong and Singapore, he has led teams in managing market and liquidity risk, counterparty risk, and asset and liability management. His expertise encompasses quantitative modelling, risk governance, stress testing, and regulatory compliance. Brian has also played a critical role in developing internal risk models, driving strategic initiatives, and advising on cutting-edge risk solutions, including AI and machine learning applications. Throughout his career, he has served on multiple risk committees, providing strategic insights to senior management and boards, and has been instrumental in implementing Basel reforms and risk management innovations. Brian’s approach integrates deep technical knowledge with practical leadership, making him a valuable contributor to banking risk management education and practice.
Urs Bolt
Chairman, The Banking Academy
Urs Bolt is a seasoned professional with over 35 years of expertise in wealth management, investment banking, and technology. He helps individuals achieve financial well-being and advises senior leaders in financial services and technology on refining business strategies, developing markets, and forging impactful partnerships. Recognised as a global thought leader in digital banking, WealthTech, and decentralised finance, Urs is an active speaker, author, and jury member for esteemed awards and panels. A passionate advocate for sustainable progress, he champions energy policies that balance economic growth and ecological preservation through scientific solutions.