On stage, co-founder and CEO JP Richardson opened by talking about the company’s derailment at the New York Stock Exchange in May 2024, when Exodus flew 130 employees, friends, and family to Manhattan only to learn the night before that regulators had pulled its listing.
He described the reversal as a rule change at “the 11th hour” that left a room of supporters stunned and forced the company back into private status despite having, in his telling, followed the playbook.
That episode ended months later after the U.S. election, when Exodus finally listed on NYSE American in January with the same team, ticker, and business, but under a new administration more open to digital asset companies.
Richardson framed that saga as proof that Exodus can absorb political and regulatory shock while holding to a single principle: money belongs under user control.
Exodus, founded in 2015 in Omaha, built a self-custodial wallet that stores keys on user devices and routes swaps across multiple liquidity providers, offering access to Bitcoin and other assets without ever holding customer funds in company accounts.
Fixing the “pub test” and app sprawl
The CEO argued that crypto still fails normal users on basic usability. He recounted an early experience helping a friend download four different wallets and write a 12-word seed phrase on a cocktail napkin, a ritual he said still defines too many products a decade later. Richardson called this the “pub test”: if a friend in a bar cannot safely set up a wallet without resorting to napkins, the industry has missed the mark.
He extended that critique to chain tribalism, insisting that consumers do not care whether payments settle on Solana, Ethereum, Arbitrum, or Base as long as the experience works.
To make the point concrete, he asked the audience to pull out their phones and count how many apps they use for money. The typical screen, he said, shows a bank app, person-to-person payment apps, a brokerage account, and often a separate crypto wallet.
He cast this fragmentation as a structural problem that leaves consumers juggling providers who do not share their interests.
Exodus wants to replace that cluster with “one app” that holds digital assets, connects to card networks, and routes payments while keeping users in self-custody.
Owning the rails: Monavate, Baanx and Exodus Pay
A central reveal at the summit was the closing of the Monavate and Baanx UK acquisitions, a move that shifts Exodus from “renting the rails to owning them,” in Richardson’s phrase.
Monavate and Baanx supply regulated card issuing, acquiring, and processing infrastructure in the UK and EU, including BIN sponsorship, Visa and MasterCard membership, and fraud systems that already support crypto brands such as Ledger and MetaMask.
Exodus previously agreed to acquire their parent, W3C Corp, in a roughly $175 million deal aimed at building an on-chain payments stack; the company later enforced a $70 million secured loan against that group in UK receivership to protect its position.
With those assets, Exodus gains the ability to issue and process cards directly rather than acting as a program that rides on third-party rails.
CFO James Gernetzke said the combined platform now supports six layers of activity, from the core wallet and swap engine to stablecoin issuance, card programs, and banking rails, giving Exodus “owner economics” on each step of a transaction.
On stage, he walked through a £100 purchase example, explaining that where Exodus once retained a fraction of the economics as a client of Monavate and Baanx, it now captures a larger share through interchange, processing fees, and interest on float.
Richardson and Gernetzke both made it clear that Exodus is trying to grow past a trading‑centric model after a peak year in 2025, when it generated $121.6 million in revenue and $11 million in adjusted EBITDA on a base of roughly 1.5 to 1.6 million monthly active users.
In early 2026, the limits of that dependence on crypto cycles came into sharper focus: preliminary first‑quarter results show revenue falling to $22.7 million from $36.0 million a year earlier, a $36.4 million net loss on digital assets, and a 22% quarter‑over‑quarter drop in exchange volume to $1.18 billion, even as monthly active users held at 1.5 million and funded users slipped to 1.4 million.
Gernetzke described the tight correlation between trading revenue and Bitcoin’s price as a ceiling the company needs to break.
Exodus Pay, now live in all 50 states, is the clearest expression of that strategy. Embedded in the core wallet, it lets users spend USD‑backed stablecoins, Bitcoin, and other assets anywhere Visa or Apple Pay works, while keeping keys in self‑custody and turning every checkout into interchange, processing, and float income.
Later in the Summit at a fireside chat, Richardson cast that stack as infrastructure not only for today’s users but for AI agents that will execute autonomous payments across the same rails.
