What Chime Financial (CHYM) said on its Q3 earnings call. November 4, 2026 Key points. * Growth and profitability accelerated: Q3 revenue rose 32% year over year to $718 million, and Chime posted its third consecutive quarter of GAAP net income, at $44 million. Adjusted EBITDA was $137 million, or 19% of revenue. * Prime and lending products boosted member economics: Active members grew 20% to 10.9 million, while annualized revenue per active member increased 10% to $270; Prime members generated more than twice the revenue of the average member. MyPay and Instant Loans drove platform revenue up 52% to $274 million. * Chime raised its Q4 outlook and sees further gains from Stride: It forecast Q4 revenue of $757 million to $767 million and adjusted EBITDA of $161 million to $166 million. The proposed Stride Bank acquisition, pending regulatory approval and expected to close in H1 2027, is projected to deliver more than $100 million in annual after-tax synergies. * MarketBeat previews the top five stocks to own by December 1st. Chime Financial NASDAQ: CHYM reported accelerating revenue growth and its third consecutive quarter of GAAP net income in the third quarter of 2026, as its Prime membership tier and lending products helped lift revenue per active member. Revenue rose 32% from a year earlier to $718 million, compared with growth of 27% in the second quarter. Net income was $44 million, while adjusted EBITDA reached $137 million, or 19% of revenue, up 14 percentage points from a year earlier. The financial technology company raised its fourth-quarter outlook. It expects revenue of $757 million to $767 million, representing growth of 27% to 29%, and adjusted EBITDA of $161 million to $166 million. For the full year, Chime projects revenue of $2.792 billion to $2.802 billion and adjusted EBITDA of $519 million to $524 million. Prime helps lift member revenue. Chime added about 500,000 net active members during the quarter, ending September with 10.9 million, up 20% year over year. It added 1.8 million net active members over the preceding 12 months, a company record. Annualized revenue per active member, or ARPAM, increased 10% to $270. President and Interim Chief Financial Officer Mark Troughton said Prime was an important contributor, with Prime members generating more than twice the ARPAM of the average active member. Co-founder and Chief Executive Officer Chris Britt said consumers earning at least $75,000 remained Chime's fastest-growing group of new enrollees. Prime qualification requires deposits of at least $3,000 a month, and Britt said a greater proportion of higher-income members were meeting that threshold. Chime is using Prime and new products to expand its addressable market to Americans earning up to $200,000, Britt said. The company is testing an unsecured line of credit and expects to roll out an unsecured credit card next year. Purchase and other interchange transaction volume rose 22%, while payments and other interchange transaction revenue increased 26%. Credit accounted for 29% of purchase volume, nearly twice its share a year earlier, Troughton said. Lending growth drives platform revenue. Platform revenue rose 52% to $274 million, led by MyPay and Instant Loans. Chime originated $5.3 billion through MyPay during the quarter after doubling the product's maximum limit to $1,000. MyPay revenue increased 54%, and transaction profit reached $80 million, nearly double the year-earlier level. Troughton said the MyPay loss rate was 1.1%, within the company's stated operating range, while transaction margin fell to 58%. He said Chime had chosen to accept a modestly higher loss rate in exchange for more transaction profit dollars. Instant Loans generated $381 million in third-quarter originations and more than $115 million in annualized revenue, ahead of the company's expectations. More than 20% of active members were using the product, Britt said. Troughton said Instant Loans' loss rate rose slightly from the second quarter as more first-time borrowers joined through Prime, and it could increase modestly again in the fourth quarter. Annualized loss rates for repeat borrowers were up to 50% lower than for first-time borrowers, he said. Stride acquisition and profitability outlook. Chime's planned acquisition of Stride Bank remains subject to regulatory approval and is expected to close in the first half of 2027. Troughton said Chime expects more than $100 million in annual net after-tax synergies, reaching the full run rate within 12 to 18 months after closing. Management expects lower funding costs and bank partner fees, as well as the ability to offer lending products nationwide. Troughton said MyPay is currently available to 85% of Chime's member base. The combined company would have had approximately $6.5 billion in assets at the end of September across Chime and its bank partners, Troughton said. Chime expects to remain below $10 billion in assets for the foreseeable future and maintain an asset-light, payments-led model. Management also expects higher profitability over time, but Troughton cautioned against projecting incremental adjusted EBITDA margins in the 60% range seen this year. A favorable comparison with MyPay results from the prior year contributed to that performance, he said. Chime plans to provide 2027 guidance on its fourth-quarter call. Among other growth initiatives, Britt highlighted Jade, Chime's personal finance AI agent, which he said is available to millions of members. The company also expects its enterprise business to become a meaningful contributor to new member growth in 2027 and beyond. About Chime Financial (NASDAQ:CHYM). Chime Financial, Inc is a financial technology company that provides digital banking services through its Chime platform. The company offers consumer-focused spending, saving and credit products designed to be accessed primarily through mobile applications rather than traditional branch locations. Chime's products include spending accounts with debit cards, savings accounts, direct-deposit services, early access to qualifying paychecks, fee-free overdraft protection through SpotMe, and credit-building products. This instant news alert was generated by narrative science technology and financial data from MarketBeat in order to provide readers with the fastest reporting and unbiased coverage. Please send any questions or comments about this story to [email protected]. 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How Chime uses AI to bring marketing in house. Career Development Institute October 16, 2026 Marketing Estimated reading time: 3 minutes · Last updated: 15 October 2026 Chime has moved key marketing tasks in-house and is wiring AI marketing tools into research, creative, media buying and personalization. The fintech serves 9.5 million active members, posts nearly $2.19 billion in annual revenue and keeps a marketing headcount of roughly 100 people; Vineet Mehra, Chime's chief growth and marketing officer, said the company no longer maintains an outside creative agency on a standing retainer. The company also used generative imagery sparingly in its "Welcome to 30" campaign featuring Lindsay Lohan. These details were, as first reported by Ad Age. Key takeaways. * Scale: Chime serves 9.5 million active members and reported nearly $2.19 billion in annual revenue while marketing is run by about 100 people. * AI use: Vineet Mehra says Chime applies AI tools across consumer research, creative production, media and personalization. * Agency model: Chime has brought creative responsibilities inside the company and does not maintain a standing retainer with an external creative agency. * Creative practice: The "Welcome to 30" campaign with Lindsay Lohan used generative imagery only sparingly in its commercials. Table of contents. Why Chime restructured marketing around in-house teams. Chime shifted work inside to keep control of messaging and shorten the feedback loop between performance data and creative output. With a marketing unit of roughly 100 people supporting a business serving 9.5 million active members, executives judged that tighter operational integration would let them move faster on personalization and media tests. Bringing creative, media and research together reduces the handoffs that slow iterative campaigns. Chime's leadership framed the change as an efficiency and speed play: instead of briefing external partners and waiting for deliverables, internal teams can run higher-frequency experiments and push winning variants directly to live audiences. How Chime applies AI across research, creative and media. Chime deploys AI marketing tools to speed consumer research, generate creative concepts, optimize media buys and tailor messages to member segments. Mehra specifically cites a connected approach that links signals from research to creative tests and media delivery so personalization can act on recent learnings. In practice this means models that identify audience segments, creative variants informed by those segments, and automated bidding rules that favor higher-performing combinations. The firm's recent campaign that featured Lindsay Lohan used generative imagery in a limited way, showing Chime keeps human oversight in creative execution. Trade-offs: capacity, control and creative risk. Moving work in-house concentrates operational risk inside Chime's roughly 100-person marketing team. Without a retained creative agency, Chime assumes responsibility for capacity peaks, specialist skills and quality control. There is also reputational exposure when generative assets appear in customer-facing campaigns: Chime's cautious, sparing use of generative imagery in the "Welcome to 30" spots signals an effort to avoid missteps while still testing new production techniques. What could push this approach forward or hold it back. The case for. * Consolidation of research, creative and media with shared AI tooling can speed iteration and raise conversion by reducing handoffs between teams. * Lower external retainer costs and faster in-house testing could improve marketing ROI as teams apply learnings directly to live campaigns. The case against. * In-house teams must build or buy niche skills; failing to do so risks slower output or reliance on a small number of specialists within the roughly 100-person group. * If generative assets are mishandled in ads, brand trust could suffer and require costly remediation. What to be careful about. * Capacity risk from shifting creative production to an in-house team of roughly 100 people. * Reputational risk from limited but real use of generative imagery in customer-facing commercials. * Operational dependency on integrated AI tooling that may require continuous investment and vendor management. The bottom line. Chime's move to fold research, creative and media together under an AI-backed system reflects a bet that tighter integration and faster iteration will beat a retained-agency model. The company's scale - 9.5 million active members and nearly $2.19 billion in revenue - gives it data depth to test personalization, but the shift places pressure on a roughly 100-person marketing team to sustain creative output and manage reputational risk as generative techniques are adopted cautiously. What to watch. * Watch for Chime's next quarterly marketing update or earnings release; no date has been set. * Watch whether Chime expands the AI elements of its next campaign after the "Welcome to 30" run; no date has been set. * Watch for announcements about new hires or platform investments that scale Chime's in-house creative capacity; no date has been set. Frequently asked questions. How large is Chime's marketing operation? Chime's marketing team is roughly 100 people supporting a business that serves 9.5 million active members and reports nearly $2.19 billion in annual revenue. Which marketing areas does Chime apply AI to? Vineet Mehra says Chime applies AI across consumer research, creative production, media and personalization to shorten test cycles and tailor messages. Did Chime stop using a creative agency? Yes; Mehra said Chime has ended any standing retainer with a creative agency and moved those responsibilities in-house. Related reading.

Why brand and performance should stop fighting ft. Nick Fairbairn of Chime. Model or efficiency? That's the incorrect query for entrepreneurs to ask, based on Nick Fairbairn. Reside from the Advertising Vanguard stage at Brandweek 2026 in Atlanta, Jenny Rooney sits down with Chime SVP of Development Nick Fairbairn to unpack why model elevate and direct-response accountability belong in the identical system. Additionally they talk about why shopping for an AI device doesn't quantity to AI transformation, and why scrappy artistic could do extra brand-building work than entrepreneurs wish to admit. Nick additionally will get into TV's messy shift from linear to streaming, government conversations round model funding and why creators ought to maybe be part of each channel. What you'll study: * Why AI adoption wants lively management as an alternative of ready for groups to determine it out themselves * Why shopping for one other AI device hardly ever adjustments how a advertising and marketing group really works * How Nick measures TV with the rigor of a efficiency channel * Why model elevate and direct-response accountability ought to sit in the identical dialog * How information can flip a defensive funds dialogue right into a stronger case for model funding * Why lower-production testimonial artistic can nonetheless transfer model fairness and consideration * Why Nick thinks creators ought to finally change into a part of each advertising and marketing channel * This episode is a part of a particular vidcast collection that was recorded reside throughout Brandweek 2026 and introduced in partnership with Tatari. About our visitor: Nick Fairbairn is senior vp of progress at Chime, the place he leads a broad progress group spanning paid media, natural progress, go-to-market, lifecycle, product, engineering and onboarding. His profession began in media shopping for, together with tv and radio, earlier than he moved into company entrepreneurship after which brand-side advertising and marketing. Alongside the best way, he's labored at ProFlowers, helped construct acquisition at Greenback Shave Membership throughout the DTC period, led startup progress and later joined Chime to construct its product advertising and marketing capabilities earlier than transferring into his present progress function. Episode highlights: [08:49] Shopping for an AI Device Is Not Transformation - Nick is candid about getting AI incorrect. He says he has made the error of shopping for instruments out of the field and assuming they'd work, solely to find that software program alone adjustments little or no. Actual transformation takes use-case testing, product understanding, intentional workflow design and folks prepared to vary how they work. The acquisition is the straightforward half. Adoption is the precise job.