Rohith Murthy is refocusing the Nasdaq-listed fintech on high-margin insurance, high-net-worth products and artificial intelligence-driven efficiency after taking the helm amid leadership departures.
This Nasdaq-listed fintech is entering a new chapter. After formulating a “new strategy” in 2025Mr. Rohith Murthy, CEO of MoneyHero, is currently steering MoneyHero Group towards a disciplined turnaround by increasing profit margins, strategically optimizing operating costs and expanding higher quality revenue streams.
The group’s Q3 2025 results confirm this momentum. Revenue increased 17% quarter-on-quarter to US$21.1 million (S$28.5 million), while operating costs decreased 13% year-on-year. Insurance and Wealth (high-margin recurring businesses) accounted for nearly a quarter of group revenue, strengthening the quality of earnings.
at the same time, money hero is investing in Project Odyssey, an artificial intelligence (AI)-driven fundamental transformation aimed at accelerating conversion, reducing cost of service, and improving customer journeys while reskilling and redeploying its workforce.
In Singapore, the group powered AI customer service agents to reduce response times, free up human agents to focus on higher-value and complex cases, and reduce routine human intervention by approximately 50%. With AI deployments planned across Asia and continuing larger plans to position MoneyHero as Asia’s leading personal finance ecosystem, Murthy believes the group is on the brink of profitability.
Q: MoneyHero’s third quarter results show increased revenue and improved margins, but the group is still operating at a net loss. Can you say you’re on a disciplined path to profitability?
answer: I became CEO in early 2024, a few months after the company was listed on Nasdaq. Although the listing itself went well, the business at the time was operating under significant stress, including large cash burns, significant turnover in management, and the increased scrutiny that comes with being a listed company. The first thing I had to do was reset the rules of the business. It’s economics, not optics. That means it’s clear internally and externally that MoneyHero is a profitable business.
2025 was the year our strategic reset stopped being a story and became a measurable reality. We’ve rebuilt this company from the ground up, rebuilt our cost base, significantly expanded margins, and restored the foundation for growing high-margin revenue streams. In 2025, underlying gross margin and demand strengthened significantly compared to reported net revenue reflecting incentive accounting, reflecting healthy revenue quality rather than volume-driven growth. This creates strong and accelerating momentum towards Adjusted EBITDA breakeven and establishes a clear trajectory to achieve sustained Adjusted EBITDA profitability in 2026.
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There were three major changes. First, there are operational costs. Like many businesses post-COVID-19, we had significant fixed costs. We reorganized, simplified, and learned how to operate lean again.
Second is the quality of earnings. To date, we have had very strong performance in credit cards and some personal loans, particularly in Hong Kong. It’s still the core engine for us. But if you look at global peers such as Britain’s MoneySuperMarket and India’s Policybazaar, insurance and wealth are central to long-term profitability. We intentionally made that pivot at the beginning of 2025.
The insurance and wealth division currently accounts for around a quarter of group revenue. These are high-margin, recurring businesses that significantly improve the quality of your earnings.
Thirdly, discipline. We moved away from profit-dilutive growth and focused on quality growth. As a result, our numbers now more accurately reflect a more sustainable and profitable business.
What’s important to me is not just that we have a quarterly profit, but that we can consistently generate cash. That’s the real inflection point. And once you’re beyond that, you can start scaling with confidence.
Q: Insurance and wealth currently account for 23% of my income. What is driving demand and how do you plan to drive it?
answer: The important thing about insurance is that it’s not a happy purchase. It requires a high degree of trust and education, and these markets remain relatively unpenetrated. Consumers often feel overwhelmed and uncertain about whether they are making the right choice. Our advantage is that brands like SingSaver and MoneyHero have been around for over 10 years. Meanwhile, we have already gained consumer trust in our banking products. People know they can turn to us to compare options and understand trade-offs to make better decisions.
We had a very similar experience with credit cards in 2015. At the time, the idea that you could compare cards online and receive meaningful rewards and incentives wasn’t obvious. Building familiarity and trust required a significant amount of education. Today, people take that experience for granted. Insurance is currently on the same path and believes content and education are key to helping consumers make better decisions.
However, education alone is not enough. Experience is equally important. Insurance technology is complex, and in 2025 we made a clear decision that we were not going to build everything ourselves. Instead, we took a buy-and-partner approach and worked with platforms like InsureMO and bolttech. As a result of this strategy, today you can purchase travel insurance online with just a few clicks. We are now extending the same frictionless experience to more complex products such as car insurance, home insurance, and helper insurance.
A better experience means better conversions. And when your conversions improve, so do your profit margins. This is how we think about growing insurance responsibly and building a long-term, sustainable, high-quality business.
Q: Project Odyssey is a transformation powered by artificial intelligence (AI). How do we reimagine the customer journey and the group’s operational efficiency?
answer: I come from a technical background and have been fortunate to have lived through the internet, mobile, and cloud eras. I’ve never been more excited about a change in technology than I am with AI. When we started SingSaver in 2015, the breakthrough was relatively easy because we digitized our information.
In the old days, if you wanted a financial product, you had to leave a lead, wait for a call, and fill out a PDF. Now we are talking about applying AI. This is very powerful. Because you can take every aspect of your business and build it from the ground up in a completely different way. But AI is an even bigger step.
Now, you can use AI to create content faster. No longer do you need large teams to do repetitive writing and research. Customer support becomes smarter, faster, and more predictable. And most importantly, you can grow your revenue without increasing your costs. This is where true operating leverage comes from.
Singapore introduced AI customer service agents. This reduces inbound human intervention by approximately 50%, speeding up customer response times and delivering significant cost savings each year. It’s not just cost savings. This is operating leverage and margin follows EBITDA depending on the size of the business.
Another aspect of AI is obviously customer care. The model is improving as we speak. We released a beta version a few months ago. This beta version lets you know real-time prices when switching car insurance through an AI-powered bot on WhatsApp. In some cases, this provides a better experience than navigating traditional websites and user interfaces. Let’s look at a real-world use case where the user experience (UX) is much better than just visiting a website and using the UX and UI (user interface) there.
We are the market leader in all four markets in which MoneyHero Group operates. As of September 30, 2025, the Company had cash and cash equivalents of approximately US$27.9 million. As such, we are well-positioned to explore inorganic opportunities, whether through mergers, acquisitions or broader integration, to accelerate our growth in the coming years.
The biggest change AI will bring is culture. When we launched Project Odyssey, we were clear that this was not a technology to replace headcount. It’s about giving every team an extra team member. It’s when you’re in a team meeting or working on a project and another team member takes over some of the low-value tasks or even some of the cognitive work that’s taking up your time. The technology is trained on more data, so it can work faster and better. This technology can work in the background, allowing more research work to be done overnight.
Now we’ve also started with agent AI so you can start automating your workflows. Culturally, it is critical that we, as an organization, treat this technology not as a threat, but as a powerful enabler and facilitator of what we do. Deliberately offloading tasks that AI handles efficiently at scale allows people to focus on creative and strategic work.
We make enterprise AI tools accessible to everyone. The internal message is very simple. If we don’t embrace this change quickly and thoughtfully, someone else may confuse us.
Q: What practical advice would you give founders about scaling responsibly while chasing growth?
answer: First, it is extremely important to have a clear understanding of where you are as a business. Founders are inherently optimistic and stubborn, which is often the reason for their success. However, the environment changes. Particularly in times of economic and technological disruption, we need transparency about what is working and what isn’t.
I’ve been a founder twice, but this is the first time I’ve been the CEO of a publicly traded company. And I had to forget some things. The biggest question I had to answer was, “What problem will the company fail if I don’t solve it?” For us, that problem was cash burn. In order to rebuild the business, I have made the difficult decision to cease certain activities and exit one of our markets in early 2024.
When you are clear in your mind about your right to win, it becomes easier to focus your vision, strategy, and capital on one overriding goal. This discipline becomes even more important as technology reshapes industries and compresses schedules.
The second most important thing is people. When I became CEO of MoneyHero, our leadership team was very thin. I needed to build a leadership team with people who performed well but were untested in larger roles. None of them asked for a promotion. I asked them to step up.
You have to be patient, but also very clear. You need to show people how you think, hold them accountable, and give them the confidence to make decisions. Sometimes that means being practical and direct about what to do. Sometimes that means trusting people and giving them room to grow into their roles. Trust is built over time and works both ways.
Looking back, the most important thing was transparency. You have to be honest first with yourself, then with your team, and finally with the market about what’s working and what’s not. That’s how you win trust. And trust is what allows you to scale your business without losing control as complexity increases.
Disclaimer
This document contains “forward-looking statements” within the meaning of the U.S. federal securities laws and also includes certain financial projections and projections. All statements other than statements of historical fact contained in this communication are forward-looking statements, including, without limitation, statements regarding MoneyHero Group’s growth strategy, future results of operations and financial condition, market size, industry trends and growth opportunities. You should not place undue reliance on forward-looking statements.
The views and opinions expressed are those of the interviewees and do not necessarily reflect the official position or position of MoneyHero Group. They are provided for informational purposes only and should not be taken as an endorsement or official statement by MoneyHero Group.
