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Consumer guardrail facing cuts waits on court decision

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Consumer guardrail facing cuts waits on court decision
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A federal appeals court will soon decide whether the Trump administration can fire a majority of the staff at an agency tasked with helping consumers and take other actions that could gut the bureau.

The Trump administration hasdelayed funding and moved to cut positions at the Consumer Financial Protection Bureau (CFPB) to rein in an agency it says has engaged in abusive practices and unfairly targeted some companies and hurt consumers.

Advocates, however, say the administration’s actions could further cripple an agency that has returned more than $21 billion to consumers since 2011, taking away a key entity created by Congress that has consumers’ backs.

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The 11 active judges of the U.S. District Court of Appeals for the D.C. Circuit are scheduled to hold a hearing Feb. 24 to decide whether to uphold a preliminary injunction that stopped terminations of most of CFPB’s staff, the canceling of contracts and other actions.

Acting CFPB Director Russell Vought told USA TODAY in an emailed statement that the Trump administration is overhauling an “abusive” agency that was “weaponized against the American people and industries that serve them.”

But several advocates said what’s at stake is the fate of the CFPB consumer complaint system and database, where consumers can turn for help to dispute credit card or loan charges, car repossessions, home foreclosures and other concerns. The CFPB is the one federal agency that has the authority to go to bat for consumers with financial institutions, advocates said – a power given to the bureau when it was created by Congress after the 2008 financial crisis.

“Losing America’s Wall Street watchdog – and in particular the ability for consumers to file a complaint when things go wrong – would be catastrophic,” Protect Borrowers Executive Director Mike Pierce told USA TODAY.

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What is the Consumer Financial Protection Bureau?

The CFPB is an independent agency established in 2010 by Congress.

It has the authority to investigate and act on consumer complaints. It also monitors financial markets for possible fraud, enforces laws that seek to root out discrimination in consumer finance and has come up with regulations that limit high credit card and overdraft fees.

The CFPB helped consumer David Biddle of Philadelphia in 2023. He fought on the phone with a financial institution for nearly three months to close a fraudulent $27,500 loan, which was tanking his credit. But he didn’t get any action until he filed a complaint.

“I simply went to the CFPB and, boom, they did their job,” Biddle told USA TODAY. Nine business days later, he received a letter from the credit bureau saying the account was closed.

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CFPB had critics from the start

But the CFPB has always been unpopular with financial institutions, businesses and many conservative lawmakers.

In a Jan. 5, 2026 blog post, the U.S. Chamber of Commerce called for the CFPB’s consumer complaint system to be fixed, saying the previous CFPB leadership took actions to allow fraudulent requests.

The American Bankers Association, which had called on President Donald Trump in a January 2025 letter to “halt work on all open regulatory actions,” told USA TODAY it appreciated “efforts by Trump administration regulators, including the CFPB, to correct some of the overreach from the prior administration.”

Trump did not respond to a USA TODAY inquiry but told reporters in February 2025 “we’re trying to get rid of waste, fraud and abuse” and that he wanted to eliminate the agency.

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Lawsuits have also challenged the CFPB’s funding, which by law comes through the Federal ReserveAt least one case decided by the U.S. Supreme Court affirmed the funding was legal.

Vought did not request agency funding for nearly a year. But following a court ruling saying that he could not refuse those monies, on Jan. 9 he requested funds to sustain the CFPB through March.

In a statement to USA TODAY, Vought, a key author of Project 2025 – which called for eliminating the CFPB – said the agency reviewed and “where appropriate, dismissed investigations and cases that went after disfavored industries and companies.”

That included “cases claiming racial discrimination where no evidence of discrimination exists,” he said. “In going after companies they didn’t like, the CFPB ended up actually harming the consumers they claim to protect,” Vought said.

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Since February 2025, the CFPB has permanently dismissed 22 pending lawsuits against banks and other financial institutions, according to a Protect Borrowers October report. It has also modified, ended early or otherwise changed 23 court-approved settlements, including three actions since the report, Pierce said. In some actions, like those involving Toyota Motor Credit and Navy Federal Credit Union, the CFPB canceled the companies’ obligations to refund tens of millions of dollars to customers, he said.

‘CFPB RIP’

Erie Meyer, the former CFPB chief technologist whose team built the complaint system in 2011, is worried that consumers won’t have a place to turn if the database and CFPB are shut down. No other federal, local or state agencies have the authority granted by Congress to hold financial institutions accountable like the CFPB, she said. Meyer spoke to USA TODAY exclusively about her worries that the complaint portal her team built could be shut off.

Meyer resigned in February last year. The day she was leaving the building “with my cardboard box, I ran into DOGE” Meyer told USA TODAY, referring to Department of Government Efficiency workers.She then saw Elon Musk’s tweet “CFPB RIP” as she was driving out of the parking lot.

“The CFPB’s consumer complaint process is the most effective tool for Americans to get help with their bank, credit card or student loan servicer,” Meyer said. “In 2024, 2.7 million people got help, including $93 million back in restitution. In 2025, complaints doubled. If it vanishes, so many people will be left in a lurch.”

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Complaint system puts pressure on companies

Consumer complaints also helped CFPB employees determine if an issue was more widespread, an attorney with the CFPB told USA TODAY. The newspaper has agreed to grant the employee anonymity because he is not authorized to speak for the CFPB and is fearful of employment consequences.

He was among the employees not permitted to work since early February 2025. Many employees have been locked out of the building and are not being given assignments by their supervisors, he said.

“Amid this affordability crisis, the CFPB’s mission is more important than ever, and we just want to get back to work protecting consumers,” the attorney said.  

Chuck Bell, advocacy program director at Consumer Reports, told USA TODAY in an emailed statement that his organization has “heard from countless consumers who were unable to resolve disputes until they filed a complaint with the CFPB.”

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There has already been a glimpse of what could happen if the consumer complaint portal is shut down, said Meyer.

In February 2025, Vought shut it down for 24 hours, and it “limped along” until the preliminary injunction forced it to reopen, she said. That delay caused more than 16,000 consumer complaints and 75 imminent foreclosure complaints to be stuck in limbo, according to March 11, 2025 testimony from Matthew Pfaff, the current chief of staff for the CFPB’s office of consumer response, in the case that led to the preliminary injunction.

For now, the complaint system is still operating, but it has lost its bite, said Adam Rust, the director of financial services for the Consumer Federation of America.

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Complaints have increased: 43.3% of the more than 12.6 million complaints registered since 2011 were filed in the last year and more than 97% of unresolved complaints have come since Vought took over, he said.

“Financial companies know accountability is gone,” Rust told USA TODAY. “With no one in the consumers’ corner, complaints are ignored, and every day people pay the price.”

Biddle doesn’t understand why protecting consumers has become political.

“Everybody in this country is a consumer. Everybody in this country knows the aggravation of having to deal with the corporate and business bureaucracy,” he said. “It makes no sense.”

Betty Lin-Fisher is a consumer reporter for USA TODAY. Reach her at blinfisher@USATODAY.com or follow her on X, Facebook or Instagram @blinfisher and @blinfisher.bsky.social on Bluesky.

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Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

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Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

The up-and-coming fintech scored a pair of fourth-quarter beats.

Diversified fintech Chime Financial (CHYM +12.88%) was playing a satisfying tune to investors on Thursday. The company’s stock flew almost 14% higher that trading session, thanks mostly to a fourth quarter that featured notably higher-than-expected revenue guidance.

Sweet music

Chime published its fourth-quarter and full-year 2025 results just after market close on Wednesday. For the former period, the company’s revenue was $596 million, bettering the same quarter of 2024 by 25%. The company’s strongest revenue stream, payments, rose 17% to $396 million. Its take from platform-related activity rose more precipitously, advancing 47% to $200 million.

Image source: Getty Images.

Meanwhile, Chime’s net loss under generally accepted accounting principles (GAAP) more than doubled. It was $45 million, or $0.12 per share, compared with a fourth-quarter 2024 deficit of $19.6 million.

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On average, analysts tracking the stock were modeling revenue below $578 million and a deeper bottom-line loss of $0.20 per share.

In its earnings release, Chime pointed to the take-up of its Chime Card as a particular catalyst for growth. Regarding the product, the company said, “Among new member cohorts, over half are adopting Chime Card, and those members are putting over 70% of their Chime spend on the product, which earns materially higher take rates compared to debit.”

Chime Financial Stock Quote

Today’s Change

(12.88%) $2.72

Current Price

$23.83

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Double-digit growth expected

Chime management proffered revenue and non-GAAP (adjusted) earnings before interest, taxes, depreciation, and amortization (EBITDA) guidance for full-year 2026. The company expects to post a top line of $627 million to $637 million, which would represent at least 21% growth over the 2024 result. Adjusted EBITDA should be $380 million to $400 million. No net income forecasts were provided in the earnings release.

It isn’t easy to find a niche in the financial industry, which is crowded with companies offering every imaginable type of service to clients. Yet Chime seems to be achieving that, as the Chime Card is clearly a hit among the company’s target demographic of clientele underserved by mainstream banks. This growth stock is definitely worth considering as a buy.

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How young athletes are learning to manage money from name, image, likeness deals

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How young athletes are learning to manage money from name, image, likeness deals

ROCHESTER, N.Y. — Student athletes are now earning real money thanks to name, image, likeness deals — but with that opportunity comes the need for financial preparation.

Noah Collins Howard and Dayshawn Preston are two high school juniors with Division I offers on the table. Both are chasing their dreams on the field, and both are navigating something brand new off of it — their finances.

“When it comes to NIL, some people just want the money, and they just spend it immediately. Well, you’ve got to know how to take care of your money. And again, you need to know how to grow it because you don’t want to just spend it,” said Collins Howard.


What You Need To Know

  • High school athletes with Division I prospects are learning to manage NIL money before they even reach college
  • Glory2Glory Sports Agency and Advantage Federal Credit Union have partnered to give young athletes access to financial literacy tools and credit-building resources
  • Financial experts warn that starting money habits early is key to long-term stability for student athletes entering the NIL era


Preston said the experience has already been eye-opening.

“It’s very important. Especially my first time having my own card and bank account — so that’s super exciting,” Preston said.

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For many young athletes, the money comes before the knowledge. That’s where Glory2Glory Sports Agency in Rochester comes in — helping athletes prepare for life outside of sports.

“College sports is now pro sports. These kids are going from one extreme to the other financially, and it’s important for them to have the tools necessary to navigate that massive shift,” said Antoine Hyman, CEO of Glory2Glory Sports Agency.

Through their Students for Change program, athletes get access to student checking accounts, financial literacy courses and credit-building tools — all through a partnership with Advantage Federal Credit Union.

“It’s never too early to start. We have youth accounts, student checking accounts — they were all designed specifically for students and the youth,” said Diane Miller, VP of marketing and PR at Advantage Federal Credit Union.

The goal goes beyond what’s in their pocket today. It’s about building habits that will protect them for life.

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“If you don’t start young, you’re always catching up. The younger you start them, the better off they’re going to be on that financial path,” added Nihada Donohew, executive vice president of Advantage Federal Credit Union.

For these athletes, having the right support system makes all the difference.

“It’s really great to have a support system around you. Help you get local deals with the local shops,” Preston added.

Collins-Howard said the program has given him a broader perspective beyond just the game.

“It gives me a better understanding of how to take care of myself and prepare myself for the future of giving back to the community,” Collins-Howard said.

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“These high school kids need someone to legitimately advocate their skills, their character and help them pick the right space. Everything has changed now,” Hyman added.

NIL opened the door. Programs like this one make sure these athletes walk through it — with a plan.

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How states can help finance business transitions to employee ownership

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How states can help finance business transitions to employee ownership

With the introduction of the Employee Ownership Development Act , Illinois is poised to create the largest dedicated public investment vehicle for employee ownership in the country.

State Rep. Will Guzzardi’s bill, HB4955, would authorize the Illinois Treasury to deploy a portion of the state’s non-pension investment portfolio into employee ownership-focused investment funds. 

That would represent a substantial investment of institutional capital in building wealth for Illinois workers and seed a capital market for employee ownership in the process. And because the fund is carved out of the state investment pool, it doesn’t require a single dollar of appropriations from the legislature.

Silver tsunami 

The timing of the Employee Ownership Development Fund could not be more urgent. More than half of Illinois business owners are over 55 years old and are set to retire in the coming decade. When these owners sell their firms, financial buyers and competitors are often the default exit – if owners don’t simply close the business for lack of a buyer. 

Each of these traditional paths risks consolidation, job loss and offshoring of investment and production. These are major disruptions to the communities that have long sustained these businesses. Without a concerted strategy, business succession is an economic development risk hiding in plain sight, and one that threatens local employment, supply chain resilience, and the tax base of communities across the country.

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Employee ownership offers another path. Decades of empirical research show that employee-owned firms grow faster, weather economic downturns better (with fewer layoffs and lower rates of closure), and provide better pay and retirement benefits. 

The average employee owner with an employee stock ownership plan, or ESOP, has nearly 2.5 times the retirement wealth of non-ESOP participants. That comes at no cost to the employee and is generally in addition to a diversified 401(k) retirement account.

Because businesses are selling to local employees, employee ownership transitions keep businesses rooted in their communities. This approach can support a place-based retention strategy for state economic policymakers.  

Capital gap

Despite the remarkable benefits of employee ownership and bipartisan support from policymakers, a lack of private capital has impeded the growth of employee ownership: In the past decade, new ESOP formation has averaged just 269 firms per year. 

Most ESOP transactions ask the seller to be the bank, relying heavily on sellers to finance a significant portion of the sale themselves, often waiting five to 10 years to fully realize their proceeds. Compared to financial and strategic buyers who offer sellers their liquidity upfront, employee ownership sales are structurally uncompetitive in the M&A market.

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A small but growing ecosystem of specialized fund managers has begun to fill this gap. They deploy subordinated debt and equity-like capital to provide sellers the liquidity they need, while supporting newly employee-owned businesses with expertise and growth capital (see for example, “Apis & Heritage helps thousands of B and B Maintenance workers become owners”)

This approach is a recipe for scale, but the market remains nascent and undercapitalized relative to the generational pipeline of businesses approaching succession. To mature, the market needs anchor institutional investors willing to commit capital at scale.

State treasurers and other public investment officers could be those institutional investors. Collectively managing trillions of dollars in state assets, they have the portfolio scale, time horizons and fiduciary obligation to earn market returns while advancing state economic development. 

Illinois’ blueprint

Just as federal credit programs helped catalyze the home mortgage and venture capital industries in the 20th century, state treasurers and comptrollers now have the opportunity to help build the employee ownership capital market in the 21st

Illinois shows us how. The state’s Employee Ownership Development Act is modeled on proven investment strategies previously authorized by the legislature and pioneered by State Treasurer Michael Frerichs. The Illinois Growth and Innovation Fund and the FIRST Fund each ring-fence 5% of the state investment portfolio for investments in private markets and infrastructure, respectively, deployed through professional fund managers. Both have generated competitive returns while catalyzing billions of dollars in private co-investment in Illinois. 

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The Employee Ownership Development Fund would apply that same architecture to employee ownership. The Treasurer would invest indirectly by capitalizing private investment funds deploying a range of credit and equity. The funds, in turn, would invest a multiple of the state’s commitment in employee ownership transactions.

The employee ownership field has matured to a point that is ready for institutional capital. The evidence base is robust. The fund management ecosystem is growing. And the business succession pipeline is larger than it will be for generations. 

Yet the field still lacks the publicly enabled financing interventions that have historically built new markets in this country. State treasurers, city comptrollers and other public investment officers have the tools and resources at their disposal to provide that catalytic, market-rate investment to enable the employee ownership market to scale.


Julien Rosenbloom is a senior associate at the Lafayette Square Institute.

Guest posts on ImpactAlpha represent the opinions of their authors and do not necessarily reflect the views of ImpactAlpha.

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