ASAMEP: Building the Future of Mexico’s Payments Ecosystem

Q: As of early 2026, non-bank aggregators support over 4.3 million Mexican merchants. What roles does ASAMEP play within the Mexican market?

A: ASAMEP was founded about 9 years ago in response to a regulatory mandate. At the time, regulatory standards established that payment aggregators were formal participants in the payments ecosystem and granted us a seat on the Clearinghouse Committees, which are bodies designed to organize and facilitate payment operations.

The first stage aimed to position the segment within the industry, as aggregation was a new business model that was often viewed as competing against the establishment. The second was one of consolidation and representation. Once the ecosystem understood the aggregator model, we focused on establishing our presence before various authorities and government bodies. This period was faster-paced and occasionally more contentious, but it was essential for defining our place in the market.

We are now in a third stage, which is characterized by construction. Our goal is threefold: first, to build a technical bridge with the entire ecosystem; second, to provide our members — both large and small — with a collective voice and a partner that proposes solutions and attracts new business; and third, to serve as a proactive channel of dialogue for authorities.

Today, aggregators are no longer just payment enablers — they are part of the critical infrastructure connecting millions of merchants to the digital economy in Mexico. This scale reflects not only reach, but depth: aggregators have played a key role in integrating historically underserved segments, particularly SMEs and micro-businesses.

We now view other ecosystem players as partners. While natural differences exist, we prioritize dialogue to find solutions that benefit the entire industry rather than any single participant.

Q: ASAMEP recently renewed its Board of Directors to strengthen technical dialogue with authorities. What are the top three strategic priorities for ASAMEP under this new leadership?

A: Externally, the entire country is immersed in a digital transformation model for payments. We want to increase electronic transactions and reduce cash usage, and aggregators play a fundamental role because we reach niches and segments that others do not. 

This transformation requires regulatory, normative, and technological adjustments. ASAMEP acts as an interlocutor to understand these rules, evaluate their impacts, and determine implementation viability. For example, if a rule were proposed to eliminate commissions, it might sound appealing, but it would dismantle the ecosystem. Our job is to demonstrate why such measures could be counterproductive to the ultimate goal of inclusion.

Internally, our priorities are professionalization and economic sufficiency. To truly support the industry, we must be a robust association with the resources to hire more professionals dedicated to this sector. The association now operates with only three people, so we need to grow and become more profitable to cover all necessary areas. 

Ultimately, we must provide a clear return on value for our members. Those who pay a membership fee must receive tangible benefits, such as high-level networking, access to international symposiums, insights into global trends, and strong representativity. If we achieve that balance of professionalization and value delivery, we will be positioned for success.

Q: How do you tailor your service to the specific needs of different players?

A: Our offering is standardized, but we are working to differentiate these offerings to better serve each profile. For our core members and facilitators, we need a specific value proposition focused on technical development, specialized training, and high-level regulatory representation. These members are at the heart of the transactional ecosystem and require tools that support their operational growth.

On the other hand, for incumbent members who are not necessarily part of the transactional core but need ecosystem access, the value lies in networking, product presentations, and sharing innovation. This works as a marketplace. On one hand, we have the facilitators who need to consume new tools and services; on the other, we have incumbents looking to provide those solutions. Our goal is to create a structured dialogue between these groups, moving away from a one-size-fits-all model toward a more tailored approach.

Q: How is ASAMEP helping reduce fraud and improve the perception of aggregators in the eyes of the Mexican Banking and Securities Commission (CNBV) and Banxico?

A: The association has driven initiatives such as the Prevention Hub, which serves as a centralized collection of rules and standards provided by various payment ecosystem actors, including card brands and acquirers. Through this effort, we are actively promoting the adoption of global best practices and disseminating this information among the key industry players. 

Rapid growth also brings challenges, particularly in merchant onboarding and sub-merchant controls, where balancing speed and compliance becomes critical.

We recently launched a series of guiding principles that commit our members to fostering a healthier ecosystem. These principles obligate us to promote transparent and ethical commercial practices that remain in strict compliance with all regulations. These two core actions, the technical framework of the Hub and the ethical commitment to our guiding principles, form the foundation of our ongoing dialogue with the industry.

Q: There has been a long-standing tension between traditional banks and independent aggregators regarding the Red MX. What is the status of the dialogue regarding the decentralization of these networks and the capping of interchange fees?

A: Red MX seems to have lost momentum after its initial introduction. Our stance is one of openness; we are interested in learning more about it as the professionalization of networks can be a positive and useful step. However, the value we can provide depends entirely on the specific terms of its implementation. 

At this stage, Red MX feels more like an idea undergoing a lengthy evaluation and validation process rather than a concrete subject for discussion.

Fee caps must reflect the specific reality of the country. Our financial ecosystem certainly has room for cost efficiencies. Many people still do not use electronic payment methods, and costs are likely a primary reason for that. 

The establishment of caps forces the entire industry to become more creative. We often become accustomed to living solely off intermediation, forgetting to develop new products, offers, and proposals. 

Q: What trends are shaping the Mexican fintech market?

A: There are two distinct trends shaping the market. First, many aggregators remain focused on acquiring new merchants and sub-merchants. This is a sound strategy given that there are still about 3 million businesses yet to be integrated into the payment acceptance ecosystem. 

On the other hand, some established aggregators with a sufficient base are shifting their focus from expansion to profitability. 

We are seeing a clear evolution from acquisition-driven models toward integrated platforms that combine payments, software and financial solutions.

Because we possess detailed transaction data, we can facilitate immediate working capital loans by providing a clear picture of a merchant's sales. Similarly, we provide a gateway for software developers to offer tools that improve a company’s operational efficiency. 

Q: How are regulatory changes within the sector expected to influence the market?

A: Regulation is the natural result of market maturation. When we first began, there was virtually no oversight, which allowed for practices that, while permitted at the time, could have caused long-term damage to the ecosystem. 

The challenge is not only to regulate, but to do so without introducing operational frictions that could slow down the onboarding of new merchants into the ecosystem.

Through both the previous Fintech Law and the new initiatives, Mexico has become a global benchmark. This environment has fostered the emergence of many companies, as the country provides an environment that encourages innovation while ensuring long-term sustainability. 

Q: How are innovations such as "SoftPos" (Tap-to-Pay), biometric authentication, Dinero Móvil (DiMo), and the use of AI impacting the sector. What growth trajectories do you envision?

A: The industry's move away from hardware dependency will undoubtedly accelerate the adoption of electronic payments. By eliminating the need for physical terminals, acquisition costs are significantly reduced.

However, SoftPOS is not a universal solution. For high-volume businesses, traditional terminals may still be more effective, while for low-frequency professionals, SoftPOS is ideal.

A key next step for the ecosystem will be advancing interoperability across payment networks, enabling a more seamless and consistent experience for both merchants and users.

We are also seeing a shift toward fully digital solutions, including payment links and messaging-based transactions. Looking ahead, AI-driven “agentic commerce” will play an increasingly active role in payment processes.

Q: How will ASAMEP evolve as SMEs, regulators, and technology all continue to innovate and adapt at record pace?

A: ASAMEP must act as a facilitator and a hub for innovation. Our role is to connect those with technical expertise to those with operational needs, fostering constructive dialogue across the ecosystem.

This positioning allows us to provide a neutral and informed perspective to stakeholders such as academia, banks and large retailers, helping them understand emerging technologies without a direct commercial bias.

Q: What milestones does ASAMEP plan to achieve in 2026?

A: Looking ahead, our most important milestone is to grow our membership base by at least 20% to 30%.

We focus on three KPIs: increasing merchant affiliation, actively contributing to the country’s digitalization through concrete proposals, and demonstrating tangible progress in the adoption of new technologies such as SoftPOS.

The future of the ecosystem will not be built in isolation. It requires coordination, shared standards and a common vision. In that process, ASAMEP aims to serve as the connection point that enables scalable, inclusive and sustainable digitalization.