Super.com just raised $65 million, pushing the company from roughly $700 million in value in 2022 to about $1.2 billion now. Fortune reports the Toronto-founded savings app for everyday Americans is at around 300 employees and says it has surpassed $200 million in net revenue, grown over 50% year-over-year, and turned profitable.

The pitch is direct: Super.com wants to be “Amazon Prime for savings,” but for the people most Prime-style offerings are effectively built around serving second, if at all. For a $15 monthly fee, Super+ members can get up to 40% off hotels, cashback on everyday purchases, prescription discounts, cash advances when they are short, and credit-building tools. The idea is to remove the spend friction that hits lower-income consumers most sharply, especially when credit access is limited.

Fazal’s origin story is almost comically practical. In 2022, he flew 200 employees to Las Vegas to cash a $200 check at a payday loan shop. He then had them use what was left to buy a week of groceries for a family, explicitly to understand the customer experience. Super.com itself traces back to 2016, when it started as SnapTravel, a hotel-booking bot, before COVID nearly killed it. What survived and what changed was the customer: people booking two-star hotels where a $10 discount could determine whether they took the trip at all, and who often paid with debit because credit cards were out of reach.

Super+ is approaching one million members, and Super.com says the program has helped customers put over $1 billion back in their pockets. That matters because this is not positioned as a thin “rewards app.” Fortune describes it as functioning like a Costco membership crossed with a financial services toolkit. The differentiation gets sharper when you zoom out to how premium credit card rewards usually work: programs like the Amex Platinum and the Chase Sapphire Reserve are designed for higher earners with high credit scores, and lower-income consumers using debit or secured cards can subsidize those rewards without seeing any of them. Super.com’s bet is that the subsidy should run in the other direction.

That’s also where the “Prime” framing gets real, not just marketing-y. Harley Finkelstein, Shopify’s president, joined as a board observer and put in personal money. Fortune reports he called Super.com’s approach “almost the opposite of Amazon Prime.” In his framing, Amazon made spending frictionless for people with means, while Super.com is trying to make savings frictionless for the roughly 100 million Americans living paycheck to paycheck. For an executive team, that is a strategic claim about product mechanics and unit economics, not just a mission statement: savings has to feel as effortless as checkout.

The Series D also shows how Super.com is formalizing that bet. Fortune says the round brings Ryan Fujiu, ex-CPO of Bird and former head of driver growth at Uber, to lead product, and Michele Lee, former general counsel at Pinterest, as GC. That pairing hints at two pressures simultaneously: scaling a consumer-facing value proposition and managing risk in a space that overlaps with financial services tooling, credit-building, and cash-advance-like features. In personal finance apps, the regulatory and compliance burden is rarely an afterthought, and board-level legal talent can be as important as growth talent.

The company is also widening distribution. Super.com is NASCAR’s official savings partner, putting it in front of 70 million fans. Fortune uses a vivid example from a tent at Michigan Speedway: a guy who just needed a hotel for $60, found one, booked it on the spot, and went to tell his friends. Whether you view that as grassroots virality or high-intent targeting, it points to a second-order effect: partnerships with mass-audience brands can reduce customer acquisition costs, but they also pressure the company to deliver consistently fast, because consumers who adopt out of excitement will churn if redemption is clunky.

Zooming further out, the market context is moving under everyone’s feet. Fortune notes the personal finance apps market is projected to balloon from $31.7 billion to $173.6 billion by 2035, and competition is intensifying: Rakuten, Capital One Shopping, and now-public Chime are all pursuing wallet share. In that environment, Super.com’s aim is unusually high. Fortune reports Fazal said he’d love every American to have Amazon Prime, Costco, and Super+ as essential memberships that help them save time and money. For boards and investors, the question is whether “membership-like” economics can scale with trust and compliance, while staying profitable through competition that will not wait.

If you’re an operator or investor in adjacent fintech, the strategic stake is simple: Super.com is trying to prove that frictionless savings can be a mainstream subscription, even when the customer base has weaker credit access. The $65 million raise, the $200 million net revenue milestone, and the push toward one million Super+ members together suggest a thesis shift from “personal finance apps as content and coupons” to “personal finance tools as a daily habit.”