Perhaps the most frequently asked question that will come in the wake of the Consumer Financial Protection Bureau’s (CFPB’s) publication of a “frequently asked questions” (FAQs) page pertaining solely to buy now, pay later (BNPL) lenders might be this one:
“What comes next?”
The FAQ page, accessible here, was announced by the Bureau last month.
And while the goal is to help those providers comply with guidelines governing the (relatively nascent) BNPL sector, we note that much in the regulatory space is changing, with an interpretive rule helping pave the way for those changes.
“The CFPB does not intend to seek penalties for violations of the rules addressed in the interpretative rule against any Buy Now, Pay Later lender while it is transitioning into compliance in a good faith and expeditious manner,” CFPB Director Rohit Chopra wrote. “We expect that other federal and state regulators will follow the same path.”
That may give BNPL providers some relief, but in at least some cases, a reckoning of their business models will be in order.
Generally speaking, BNPL companies are being classified as credit card providers and must provide the same rights — tied to disputes and refunds — that the more traditional providers of credit have offered to users for years.
Drilling down into the FAQ page, which has been updated as of Wednesday (Sept. 18), the CFPB note that there can are differing business models among BNPL providers. Some BNPL products levy interest or finance charges but “most do not,” and some BNPL products assess late fees for missed payments.
The CFPB added that pay-in-four BNPL loans are covered by Regulation Z, also known as the Truth in Lending Act (TILA). The TILA requires lenders to, among other things, disclose interest rates and other data to borrowers. In many cases, lenders are required to assess a consumer’s ability to repay a given loan.
But there are some exceptions: The language on the site adds that the pay-in-four BNPL loans are covered because they are, effectively, credit cards and charge cards. But in one example, with a nod to covered digital accounts, not everything may be black and white.
“For example, if a consumer’s digital user account with BNPL Loan Provider A is only used to access a stored credit card from Credit Card Company B, then the digital user account with BNPL Loan Provider A would not constitute a credit card under Regulation Z,” the CFPB wrote.
Other exceptions are mentioned, such as when it comes to how BNPL enterprises provide information to their users — and when. Pay-in-four loans must be subject to periodic statements passed along to borrowers, for a debt or credit balance greater than $1, “unless an exception applies.” And in treating some payments as late, the BNPL firm must comply with timing requirements in Regulation Z before doing so (and thus assessing late fees or other penalties).
The guidance put forth by the CFPB with illustrative billing cycles, statement dates and penalties all speak to the complexities inherent in compliance.
Among BNPL firms, which have been signaling that new federal mandates would add to their operational burdens, there already have been standard operating procedures governing disclosures, fees and dispute resolutions. Recalibrating their extant business processes to comply with credit card laws that have been around for decades will cost time and money, and may reshape the nature of the loans themselves. Klarna has argued that BNPL loans are fundamentally different than credit cards.
The interpretive rule is now in effect. Compliance will be a marathon and not a sprint (with no deadlines yet) — and though no penalties may be forthcoming from the CFPB, BNPL firms will be reckoning with how to reconsider some of the protections and practices that are already in place.
Intel’s new CEO, Lip-Bu Tan, is clear-eyed about the chipmaker’s many problems and the tough road ahead as he engineers a turnaround to revive this legendary Silicon Valley company.
“This is an iconic and essential company that is important for the industry and also to the United States,” Tan said in a keynote address at Intel’s conference in Las Vegas this week.
The nuclear physicist, who dropped out of the Ph.D. program at MIT, is best known for transforming Cadence Design Systems into a robust chip design and software company. He was also a board member at Intel.
“We fell behind on innovation. We have been too slow to adapt to meet your needs. You deserve better, and we need to improve, and we will,” Tan told his audience of customers and vendors. “Please be brutally honest with us.”
Tan called this juncture a “defining moment” for the legendary chipmaker.
Intel was once the world’s most valuable chipmaker — a crown that would go to Nvidia. With its “Intel Inside” branding, it was the first chipmaker to become a household name. In the 1990s, Intel and Windows became so dominant in PCs that the pair were called “Wintel.” Intel founder Gordon Moore’s “Moore’s Law” still stands 60 years after it was created.
Intel’s troubles began in the mid-2010s, when it started missing key product deadlines and struggled to advance to 10nm manufacturing, allowing rivals like TSMC and AMD to overtake it in performance and efficiency. Once the industry leader, Intel became hampered by internal bureaucracy, a rigid culture, and a hardware-first mindset that lagged behind a software- and artificial intelligence (AI)-driven future, while competitors like ARM and Nvidia thrived.
Intel also famously turned down Apple’s request to make chips for the iPhone, paving the way for Qualcomm. In the third quarter of 2024, Intel posted its largest quarterly loss of $16.6 billion, including a $15.9 billion charge to reflect lower valuations and costs to lay off 15,000 employees.
Now there are even reports of Intel as a takeover target — humiliating for a tech icon. “Intel Corp.’s fall from market dominance to takeover target is a tale marked by missed opportunities and rising expenses,” wrote Iuri Struta, senior research associate at S&P Global Market Intelligence, in a blog post. In 2020, Intel was the second most valuable chipmaker. As of last September, it had fallen to 14th place, he said.
Tan understands the enormity of his task to turn around Intel. “We have a lot of hard work ahead. We have fallen short of your expectations. I will pull together strong teams to correct the past mistakes and start to earn your trust,” he said. “I will not be satisfied until we delight all of you.”
Read more: Intel Faces Potential Breakup as Broadcom and TSMC Explore Deals
Tan faces a big challenge in reviving a company with decades of inertia to lead in a market that now moves at hyperspeed. His four areas of focus are: changing the culture, strengthening the core business, incubating and growing new business, and building customer trust.
Tan said he will bring Intel back to its roots: an engineering-focused company. He promised to meet with engineers even six to seven levels down from the C-suite to hear their ideas and unleash their creativity. Tan also promised to retain and attract key talent, which had been leaving Intel.
Tan said Intel needs to adopt a startup culture to innovate, where every day is Day One. His weekends are filled with meetings with engineers and software architects who have “brilliant” ideas and who “want to change the world. That’s when I get excited to work closely with them,” Tan said.
Tan also plans to simplify the way Intel works because “bureaucracy kills innovation.” The startup mindset will enable them to act with speed.
“We are operating in a very dynamic, fast-moving industry. Technology adoptions and disruption are accelerating faster than ever. This is being driven by the one transformational force called AI,” Tan said.
Intel will target three AI areas: cloud AI, generative and agentic AI, and physical AI such as robotics. To that end, Tan said Intel will spin off non-core business divisions but did not name which ones.
To right its operations, Tan said Intel must change the way it makes products. The company used to start by making hardware — chips — and then developing the software to make it work. “The world has changed. You have to flip that around,” Tan said. “You start with the problem, what you’re trying to solve. … Then we work backwards from there.”
Tan also addressed Intel’s product and foundry priorities. In client computing, he reaffirmed a commitment to innovation, noting the competitive landscape has shifted and Intel must not “stand still.” Pushing forward with AI-enhanced PCs, the company aims to ship its next-generation Panther Lake processors on its 18A process node later this year.
Perhaps most critically, Tan confirmed Intel’s ambitions to manufacture chips for customers around the world. “Foundry is a service business that is built on the foundational principle of trust,” he said.
At this stage in his career, Tan said he has been asked why he would take on one of the most difficult jobs in tech.
“The answer is very simple. I love this company,” Tan said, with tears in his eyes. “It was very hard for me to watch it struggle. I simply cannot stay on the sidelines knowing that I could help turn things around.”
Photo: Intel CEO Lip-Bu Tan. Credit: Intel livestream
