Capital One’s Brex Deal Signals a Structural Shift in Commercial Cards

As commercial cards move beyond travel and entertainment into core payables, procurement and supplier payments, the burden of running modern card programs for smaller issuers has grown heavier.

In essence, Capital One is buying a fast-growing card portfolio and it is also folding a platform into its operations that can industrialize card issuance, controls and data across a much broader set of use cases.

That framing aligns with how PYMNTS Intelligence has tracked the evolution of commercial cards over the past several years. Cards are no longer positioned as convenience tools but as embedded financial infrastructure that allows CFOs across any number of firms across any number of industries to standardize payments, compress reconciliation cycles and manage liquidity with more precision.

As that shift accelerates, the gap widens between what businesses expect from card programs and what many issuers can reasonably build on their own.

From Expense Tool to Working-Capital Lever

By way of example, data from the 2025–2026 Growth Corporates Working Capital Index shows that commercial and virtual cards are increasingly valued for their ability to impose structure on payments without requiring wholesale system replacements.

Nearly half of CFOs Visa and PYMNTS Intelligence surveyed in North America cited streamlined workflows and reduced operational burden as primary benefits, while a comparable share pointed to tighter approval controls and better timing over when cash actually leaves the business.

What matters is not just adoption, but intent. PYMNTS Intelligence finds that growth corporates are using cards to pay suppliers earlier, integrate more vendors into digital payment systems and improve predictability around cash flow.

This is where issuer capability is put to the test. As cards become embedded into payables, issuers must support granular controls, real-time data, ERP integrations and increasingly AI-assisted oversight. Those requirements raise fixed costs and complexity, especially for smaller banks and non-bank issuers that lack scale.

Brex’s Platform

Brex’s value proposition has been to encode policy directly into the card, collapsing issuance, spend management and reconciliation into a single operating layer. While its early growth was concentrated among startups, Capital One management noted on the Thursday earnings call detailing the acquisition emphasized that a majority of recent originations now come from non-tech companies, underscoring that the platform’s appeal lies in governance.

Functionally, Brex allows organizations to behave like issuers without becoming banks. Cards can be issued for specific vendors, amounts or time windows, with transactions flowing directly into accounting systems and budgets enforced at the moment of spend. PYMNTS reporting has consistently shown that this type of programmability is what CFOs want from modern commercial cards: fewer manual controls layered after the fact and more intelligence embedded upfront.

Through Brex Embedded, the company exposes its issuing and payments capabilities via application programming interfaces (APIs), allowing banks and software platforms to integrate commercial card functionality without building the issuing stack themselves.

Issuing Partners, Networks and the Outsourcing Model

Brex does not hold deposits or issue cards directly. Its programs rely on regulated issuing banks, including Column N.A. and Sutton Bank, with transaction processing handled through major card networks such as Mastercard and Visa, depending on the configuration.

PYMNTS reported late last year that Brex partnered with Fifth Third Bank to power commercial card programs enhanced with AI-driven expense and spend management. Brex functioned as a modernization layer, allowing the bank to offer richer controls and data without rebuilding its issuing infrastructure from scratch.

For smaller issuers, this service-provider model addresses a persistent dilemma. Demand for commercial cards is rising, but the economics of building, maintaining and upgrading card platforms increasingly favor scale. Outsourcing issuance technology becomes a way to stay relevant in commercial cards without absorbing prohibitive development and compliance costs.

During its conference call, Capital One framed the acquisition as an extension of its long-standing investment in payments, data and vertically integrated technology rather than a pivot into a new segment. Management stressed that Brex would expand Capital One’s presence in corporate liability cards, an area where its footprint has historically been smaller than in personal-liability small business cards.

Why Brex Sold at a Discount and Why Now

At $5.2 billion, the purchase price represents a clear markdown from Brex’s peak private-market valuations during a previous era of abundant venture capital, where back in 2022 the firm was reportedly valued at about $12.3 billion.

We note that Brex operates in a capital-intensive business where growth depends on underwriting capacity, regulatory partnerships and global payments infrastructure. As interest rates rose and funding costs normalized, the economics of scaling such platforms independently have become more challenging. Strategically speaking, and as discussed on the Capital One call, Brex gains access to insured deposits, a national brand, regulatory depth and sustained investment.

The deal is slated for a mid 2026 closing. If successful, the acquisition could normalize a new operating model for commercial cards, where issuers increasingly outsource issuance technology while retaining balance-sheet control. Capital One’s intent seems less about embracing a FinTech brand and more about redefining how commercial card programs are constructed.