Fintech ABM Agency
Account-based marketing for the accounts that actually matter.
In B2B fintech the deals worth having are complex, multi-stakeholder, and slow. ABM done properly meets those buyers where they are and works the accounts your sales team wants to close, not the ones a form gives you by accident.
Proven ABM results for Fintech clients
£3.2m
In pipeline generated for KYC360 through account-focused programmes
27%
Increase in organic sign-ups for an institutional crypto platform
8 yrs
Running ABM for fintech and financial services businesses
Award Winning Fintech Marketing Agency
Marketing Agency of the Year Finalist
Financial Promoter Marketing Agency of the Year finalist. Recognised as one of the best Fintech Marketing Agencies in 2024.
Recognised by Fintech B2B Marketing as Global Fintech Marketing Agency of the year finalist. Recognised as one of the best Fintech Marketing agencies globally in 2023.
Global Fintech Marketing Agency of the Year Finalist
A well-run ABM programme starts with a defined list of accounts your sales team genuinely wants. It maps the buying committee inside each account. It reaches every person on that committee with messaging built for their role in the decision. And it measures success by pipeline movement inside the target list, not by generic engagement metrics that treat every click the same.
Most ABM programmes are lead generation with better lists. Real ABM is different.
Why ABM is different for fintech
Fintech is one of the strongest natural fits for ABM
Your addressable market is finite
How many mid-market banks fit your ICP? How many payment processors, RegTech buyers or asset managers? For most fintech businesses the answer is measured in the hundreds, not the thousands. That means broad-reach marketing wastes most of its budget on companies that will never buy. ABM concentrates spend where the pipeline actually lives.
The buying committee has grown
Forrester's 2026 research puts a typical B2B purchase at 13 internal stakeholders and 9 external influencers. In fintech, that committee also includes compliance, risk, and technology alongside the commercial owner. Campaigns that only reach one persona leave the rest of the committee unfamiliar with your brand when the deal reaches them.
Deal values justify account-level effort
Enterprise fintech deals frequently sit in the six or seven figure range. That economics supports the higher cost per engagement of running personalised programmes at account level. Demandbase's 2026 State of ABM report found companies tracking buying groups per account see 48.5% higher win rates than those that don't.
Fintech ABM services
01
Account selection and tiering
ABM starts with the account list. We help you build it based on ICP fit, deal potential, and buyer readiness. Then we tier the list so 1:1 accounts get personalised programmes, 1:few tiers get segment-based campaigns, and 1:many gets broader reach across a wider account universe.
02
Buying committee mapping
Inside each priority account we map the people who influence the decision. Compliance, risk, technology, procurement, finance, and the commercial owner. Then we build reach and engagement plans for every role so the account experiences your brand as a coordinated presence rather than one-off ads to one persona.
03
Account intelligence and intent
We use intent data, engagement signals, and firmographic research to understand what each account is thinking about right now. That intelligence shapes which accounts get accelerated, which get held, and which need warming up before they'll be ready for a sales conversation.
04
Personalised campaigns and content
Personalisation at the level ABM actually needs. LinkedIn Ads with role-based creative. Direct mail for target accounts that warrants it. Content built for a specific buyer's context, not a generic segment. The work that makes an account feel seen rather than sold to.
05
Sales and marketing alignment
ABM only works when marketing and sales run the same playbook. We facilitate joint account planning, agree the definitions and handoffs, and build the reporting that both teams believe. If your sales team doesn't trust marketing's account list, no ABM programme will succeed.
06
Pipeline reporting and attribution
ABM reporting is different from campaign reporting. We measure account engagement over time, buying group coverage, pipeline movement inside the target list, and win rate contribution. The metrics that connect ABM activity to revenue rather than measuring vanity engagement.
Richard Hoffman - Head of Marketing, Alto IRA
"Curious Cat was an incredible partner to us as we rebuilt our Marketing function from the ground up. They never shied away from the work."
The buying committee problem
Why one-persona marketing loses fintech deals
Marketing sends an ad to the CTO. The CTO becomes interested. The CTO takes the conversation to their compliance officer, risk lead, and CFO. None of them have heard of you. The deal stalls in review because three of the four people needed to approve it are unfamiliar with what you do and why it matters.
This is how B2B fintech deals actually get lost, and it's the problem ABM was invented to solve.
Coverage
Buying committee coverage matters more than persona targeting
Reaching the CTO five times will not close a deal that needs sign-off from compliance and finance. ABM programmes measure coverage across the whole committee, then work to close the gaps rather than doubling down on the one persona already engaged.
Companies tracking three to four buying groups per account see 48.5% higher win rates (Demandbase, 2026).
Personalisation
Personalisation earns attention that generic messages don't
A message that references the account's actual context lands differently from a generic industry ad. Personalisation doesn't need to be complicated. Referencing recent news about the account, their sector, their known priorities, or their regulatory context is often enough to move an ad from noise to signal.
81% of ABM programmes report higher ROI than other marketing initiatives (Momentum ITSMA, 2024).
Sales alignment
Sales alignment turns marketing activity into deals
ABM only produces pipeline when sales trusts the account list, agrees the handoff criteria, and works the accounts marketing is warming. Programmes where marketing runs ABM tactics without sales involvement generate a list of names who never convert.
The average B2B sales cycle in financial services runs to ~10 months (6sense, 2025).
Our Fintech ABM Process
01.
ICP definition and account list build
We start by defining what a great account looks like. Firmographic fit, technographic signals, buyer readiness, deal potential. That produces an account list sales agree with, tiered by how much personalisation each account justifies.
ICP definition
Account list build
Account tiering
Sales sign-off
02.
Buying committee mapping
For each priority account we identify the people who influence the decision. Names, roles, seniority. Then we build reach plans that cover every stakeholder rather than concentrating on the persona easiest to reach.
Committee mapping
Persona research
Contact discovery
03.
Messaging, content, creative
We build messaging tuned to each account tier. 1:1 accounts get properly personalised assets. 1:few tiers get segment-based content. 1:many accounts get campaigns that still respect the fintech buyer's context rather than treating them like every other B2B audience.
Account-specific messaging
Role-based creative
Personalised content
04.
Multi-channel activation
LinkedIn Ads for the working end of the committee. Programmatic for account-level reach. Direct outreach where the account warrants it. Content programmes that give sales a reason to reach back into the account. Everything coordinated across the same target list.
LinkedIn ABM
Direct outreach
Content-led activation
Account-level programmatic
05.
Reporting and account review
Weekly reviews cover which accounts are engaging, which are stalling, and where the sales team needs to act. Monthly reports look at buying group coverage, engagement depth, and pipeline movement inside the target list. Quarterly reviews decide which accounts stay in the list, which get promoted, and which get removed.
Committee coverage
Pipeline attribution
Account engagement scoring
Sales joint reviews
What Fintech ABM is not
ABM is a strategy, not a channel
Running LinkedIn Ads to a list of accounts is not ABM. Sending personalised emails to named contacts is not ABM. The strategy is what makes it ABM: coordinated, multi-stakeholder programmes designed around the accounts you want to win. Without the strategy, you're just doing lead generation with better lists.
Without a defined ICP, ABM won't work
If you can't say what an ideal account looks like, no target list will produce pipeline. Fintech companies that come to us for ABM often need ICP work first. That's usually a short strategy engagement, but it has to happen before any ABM programme launches.
Sales has to be in the room
ABM programmes that marketing runs alone tend to generate account engagement that sales doesn't follow up on. If your sales team isn't ready to work the target list, run outreach into warmed accounts, and share pipeline data back, the programme will produce activity without pipeline.
Fintech ABM questions
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Fintech ABM is account-based marketing tailored to the specific characteristics of B2B fintech: finite addressable markets, complex buying committees that include compliance and risk stakeholders, and long sales cycles that reward sustained presence. It treats named accounts as markets of one, coordinates marketing and sales around the same target list, and measures success by pipeline movement inside that list.
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Lead generation casts a wide net and hopes the right buyers fall in. ABM identifies the specific accounts you want to win and builds targeted, multi-touchpoint programmes to reach every stakeholder inside them. Lead gen measures form fills. ABM measures account engagement, buying group coverage, and pipeline generated inside a defined list of target accounts.
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ABM works best when three conditions apply: your addressable market is finite (you can name your top 100 or 500 target accounts), deal values are high enough to justify account-level personalisation, and your sales team is ready to work the target list. Most B2B fintechs targeting mid-market or enterprise buyers meet all three. Consumer fintech and self-serve models typically don't.
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Account engagement metrics move within weeks. Pipeline contribution typically takes three to six months, and full revenue impact tracks the length of your sales cycle, often nine to twelve months in B2B fintech. ABM is not a fast tactic. It's the right approach for building long-term commercial relationships with a defined set of accounts.
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1:1 ABM is fully personalised programmes for a small number of highest-value accounts, often ten or fewer. 1:few is segment-based programmes for tiered lists of similar accounts, usually fifty to two hundred. 1:many is broader account-based programmes across a wider universe, hundreds or thousands of accounts, using firmographic and behavioural targeting rather than deep personalisation. Most fintech ABM programmes use all three tiers.
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We measure account engagement over time, buying group coverage inside target accounts, pipeline movement within the target list, and win rate contribution. Traditional marketing metrics like MQL volume matter less because ABM is about depth in a defined set of accounts, not lead volume across an undefined audience.
Marketing that works the accounts you want to win.
Whether you're launching an ABM programme from scratch, fixing one that isn't producing pipeline, or scaling an approach that's working in a small tier, we'd like to understand what you're trying to solve.
We run ABM programmes for B2B fintechs across KYC, RegTech, payments, lending, wealth management, and financial data, in the UK and US.