What the 18-Month Receivables Window Means for Banks and Credit Unions

This article draws on findings from a Datos Insights research paper commissioned by CheckAlt.

For commercial banks and credit unions under US$30 billion in assets, the conversation around receivables and payments technology has moved beyond solely looking at operational savings. Datos Insights research shows that almost 90% of surveyed financial institution (FI) executives believe improved receivables and payments capabilities could drive commercial banking revenue, and two-thirds expect to increase technology spending in this area over the next 12 to 18 months.

The case for modernization is no longer just about trimming back-office costs. Instead, the focus has shifted toward retaining commercial clients, defending fee income, and protecting the deposit and float economics tied to commercial operating accounts.

A new Datos Insights research paper, commissioned by CheckAlt, examines the timing of the current evaluation cycle, vendor selection criteria, technology spend, and the adoption barriers shaping receivables and payment processing priorities. The findings draw on a Q1 to Q2 2026 survey of senior decision-makers at U.S. banks and credit unions with US$30 billion or less in assets.

The Competitive Window

The Real Cost of Inaction

Nearly 30% of surveyed institutions identify loss of commercial clients to competitors with stronger technology as the primary risk of stalled modernization. The financial consequence of losing a major commercial relationship extends well beyond the direct revenue associated with that client. It typically includes cross-sell foregone across treasury management, referrals lost when the primary relationship moves, and the deposit, float, and balance economics tied to the operating account. These are meaningful components of commercial banking profitability that do not appear on the receivables P&L line.

Final Thoughts

The market does not require every FI to implement in 2026, but it does call for a defined strategic position before year-end. That means a vendor short list, an internal point of view on integration architecture, a preferred delivery model, and a budgeted multi-year plan. Institutions without a clear position heading into late 2026 will face not only ongoing operational challenges and missed revenue opportunities, but also the disadvantages that come from competing with earlier adopters.

Download the full report to explore the complete findings and learn how banks and credit unions can evaluate, prioritize, and activate their receivables and payment processing strategy in the current market window.