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Aye Finance expects 55% growth in AUM this year, eyes IPO in FY26

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Aye Finance expects 55% growth in AUM this year, eyes IPO in FY26

New Delhi: Aye Finance, a fintech startup, expects its assets under management (AUM) to escalate to 4,200 crore by the end of this year, with an anticipated growth to 5,500 crore by the end of fiscal year 2024-25 (FY25). This growth trajectory will help set the stage for the company to consider an initial public offering (IPO), said Sanjay Sharma, the company’s founder and managing director.

“We will look at it (IPO) not in the next financial year, but the year after that. So we’re talking about FY26, where we will definitely look at plans where we could come out with an IPO,” he said.

The Gurgaon-based firm has seen a rapid expansion in its portfolio from 2,700 crore at the beginning of the year to approximately 3,900 crore, projecting to close FY24 with a 55% growth in AUM at 4,200 crore.

Sharma said that heeding the Reserve Bank of India’s warnings about the economy overheating, Aye Finance has focussed on cautious, selective funding and maintained a healthy 50% annualized growth rate. 

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The company clocked a net profit of 125 crore during the April-December period, and expects a full-year profit of close to 160 crore. Revenue for the same period stood at 751 crore.

In FY23, revenue from operations rose 44.5% on year to 623 crore, with net profit at 54 crore.

“We have been consistently delivering almost 19-20% return on equity (RoE) through the year and I think at the end of the year, we’ll also demonstrate a delivery of around 19-20% RoE,” said Sharma.

Serving over 800,000 micro enterprises since its inception, the company has disbursed 275,000 new loans this year, maintaining an active customer base of around 400,000. 

With total funding of $135 million, the latest being $37.18 million led by British International Investment, Aye Finance continues to support small and micro enterprises across India. 

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Sharma noted a 10-15% year-on-year increase in the average loan size, both mortgage-based loans and unsecured, for FY24, indicating a growing demand for larger loans for business expansion.

“Our typical loan size is about 100,000 to 200,000, which typically suffices as a working capital loan. Sometimes customers do look at 300,000-500,000 sort of loans or higher for setting up some new business or expanding their business,” he said adding that, this year loans which are in the 300,000-500,000 range have been higher than in FY23.

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Published: 14 Feb 2024, 06:08 PM IST

Finance

Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

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Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

Mayer Brown is a proud sponsor of Proximo Congress 2026. This senior meeting of the US energy, infrastructure, and digital infrastructure finance community is shaped around the questions credit and investment committees are actually asking in 2026: how asset classes are converging, how risk is being priced in a recalibrated policy and geopolitical environment, and how public and private capital are being structured together to deliver projects at scale.

Mayer Brown has also been recognized for three separate awards which will be presented during the event. These awards include:

  • Proximo North America Transport Deal of the Year 2025 – SR 400 Peach Partners
  • Proximo North America Rail Deal of the Year 2025 – Brightline West
  • Proximo North America LNG Deal of the Year 2025 – Port Arthur LNG 2

For more information, visit the event website. 

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Finance

What are nonconforming mortgages and what are the risks?

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What are nonconforming mortgages and what are the risks?

If you have ever taken out a mortgage, you’ll know there are a lot of requirements to meet. You may need to put down a certain amount and have a debt-to-income ratio below a certain threshold. You may also run into limits on how much you can borrow or what sources of income the lender will count.

These rules do not apply to all mortgages — just to conforming mortgages, which is what the majority of borrowers take out. However, mortgage lenders are increasingly offering what are known as nonconforming loans, or mortgages that do not “comply with every one of the strict standards put in place after the housing crisis,” said The Wall Street Journal. While “still a small portion,” the “share of mortgages using alternative lending practices” has “doubled in size over the past three years.”

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

What U.S. consumers ask of their credit cards has changed. For financially stressed households, it has little to do with rewards.

As more households turn to credit cards to manage liquidity and cover everyday expenses, a new set of practical concerns is driving card behavior: Can the card help avoid a missed payment? Can it make balances easier to track? Can it provide enough visibility into available credit and upcoming obligations to help manage an uncertain month?

Those concerns are beginning to reorder what consumers value most in their credit card relationships.

That evidence is clear in “Winning Top of Wallet: How Credit Card Apps Shape Choice,” a PYMNTS Intelligence and Elan Credit Card report examining how consumers use mobile apps to manage spending, payments and engagement across their credit card portfolios. The report found 30% of consumers primarily use credit cards to build credit or extend purchasing power, while another 22% primarily use cards for cash flow management, together outweighing rewards-based usage.

The divide is more pronounced among financially stressed households. Among consumers living paycheck to paycheck and struggling to pay bills, 40% cited credit dependence as their primary reason for using credit cards. Just 11% pointed to rewards.

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For a growing share of consumers, credit cards are functioning less like discretionary spending products and more like liquidity management tools.

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What Matters Most

That evolution is also changing which app features matter most.

Among cash flow-focused consumers, 31% said scheduling payments or autopay encouraged them to spend more on a card, while 27% cited alerts and reminders. Credit-motivated consumers showed similarly high engagement with tools tied to available credit visibility and payment timing.

Rewards still influence spending behavior, particularly among financially stable households. Half of consumers who prioritize rewards said tracking or redeeming rewards through a mobile app encouraged them to spend more on the card.

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But the report suggests that financial stress changes the hierarchy of engagement. As household budgets tighten, rewards become less central than predictability, visibility and control.

That shift helps explain why mobile apps increasingly influence which cards become top of wallet.

Among credit-dependent consumers, 77% said the quality of a credit card app influences which card they use most often. Credit-dependent consumers also reported the highest app adoption levels, with 77% using their primary card’s app regularly or occasionally.

The competition, in other words, is no longer simply about card acquisition. It is about becoming the card consumers rely on to navigate everyday financial management.

Digital Experience Becomes a Financial Retention Tool

The report also suggests that digital experience increasingly shapes retention risk.

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Nearly 1 in 4 cardholders said a poor app or digital experience contributed to reduced card use. Among Gen Z consumers, that figure climbed to 45%.

At the same time, 7 in 10 cardholders said app quality influences which card becomes their primary card, underscoring how mobile interfaces are becoming embedded directly into consumer payment behavior.

For issuers, the implications extend beyond app design.

Consumers living paycheck to paycheck hold nearly as many credit cards as financially stable households, meaning financially stressed consumers are not disengaging from credit entirely. Instead, they are becoming more selective about which cards feel easiest to manage and most useful during periods of financial pressure.

Rewards and promotional offers still matter, particularly among affluent and financially stable consumers. But for a growing segment of households, the most valuable card may be the one that reduces uncertainty around balances, payment timing and available liquidity.

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In a crowded multi-card market, financial visibility itself is becoming part of the product.

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