The Kuwait-founded fintech is connecting merchant offers with payments, making the economics of a discount part of the transaction itself.
Krti is placing its latest proposition at a particular moment in the shopping process: when a customer pays. Its current merchant offering combines payment acceptance with an offer selected automatically for the transaction, bringing customer rewards into the checkout.
The company’s Kuwait-facing website describes a model in which merchants fund discounts and Krti receives a share of the discount on completed purchases. It presents the service alongside payment processing through MyFatoorah and identifies its published performance figures as coming from a third-quarter 2026 pilot.
The underlying question is a commercial one. A discount reduces what a customer pays, but its value to a merchant depends on whether it produces additional business. Bringing the offer and payment together creates a record of redemption; establishing what changed because of the offer requires a further level of measurement.
From card benefits to the point of payment
Krti was founded in 2022 by Abdulrahman Al Hammadi, Naser Boresli and Abdullah AlBaker. Its early public proposition centred on helping customers obtain more value from bank cards through a loyalty programme.
In October 2024, the company announced $1.5 million in pre-seed funding from Core Vision Investment. The announcement linked the investment to preparations for launching in Kuwait and Saudi Arabia, under the Financial Academy Financial Technology Investment Programme.
That history gives the current merchant proposition a clear context. The original focus on card benefits is now accompanied by a more explicit role for the retailer funding an offer and examining the resulting sales.
Krti’s Google Play listing, updated on 12 October 2026, describes an application connecting payment cards, merchant loyalty programmes and cashback. It says eligible rewards are applied automatically and savings are recorded in one place.
Those descriptions concern the product’s intended functions. They do not establish the number of participating merchants or regular customers. They do, however, show that the shopper application and the merchant checkout are being presented as connected parts of the same service.
The payment and the reward are separate jobs
The distinction between handling money and deciding which offer to apply is important. Krti says MyFatoorah processes and settles the payments, while its own role centres on the offer and the associated merchant campaign.
That arrangement puts the rewards proposition alongside an existing payment service. It also separates two questions that can appear indistinguishable on a checkout screen: whether a payment has succeeded, and how its proceeds and any associated charges are allocated.
MyFatoorah’s published multi-vendor service describes payment distribution between participating businesses, with commissions configured as percentages or fixed amounts. Its documentation also describes separate vendor identifiers, reporting and settlement functions.
These are accounting requirements as much as payment features. Where several parties participate in a transaction, each needs a record of what was collected, what was deducted and what remains payable.
MyFatoorah’s general product description is not independent verification of every aspect of Krti’s implementation. It nevertheless explains the type of infrastructure on which a service combining merchant payments and a separate commercial fee can operate.
For the merchant, the payment record and the campaign record answer different questions. One reconciles money received. The other attempts to explain what the merchant obtained in exchange for funding the offer.
A market already accustomed to electronic transactions
Krti is entering a market with substantial existing electronic payment activity. Central Bank of Kuwait statistics record approximately 72.8 million local payment-gateway transactions using locally issued bank cards in the final quarter of 2025.
The same table records about 246.3 million domestic point-of-sale transactions using those cards during the quarter. These are transaction counts, not unique shoppers, and payment-gateway activity should not be treated as a direct measure of retail ecommerce alone.
That distinction helps locate the opportunity. The question is not simply whether customers can pay electronically. It is what additional information and commercial activity can be connected to a payment they already know how to make.
A checkout record can show that an offer was redeemed on a completed purchase. It cannot, on its own, show whether the customer would otherwise have paid the full price or bought from the same merchant a day later.
That is why a rewards business involves more than distributing benefits. The merchant is purchasing an expected change in customer behaviour. The customer is receiving a price reduction or other reward. The platform sits between those two interests and needs a way to describe the outcome accurately to both.
What the pilot can establish
Krti reports that sales from shoppers using its service were 31% higher than those from the same shoppers paying by card across its pilot merchants. It labels the figures as third-quarter 2026 pilot results and says audited numbers will be published with the first cohort.
That qualification belongs alongside the result. A company-reported comparison is useful as an indication of what the business is measuring, but it is not the same as an independently established increase in merchant profit.
Sales and profit answer different questions. Additional revenue may carry product costs, fulfilment costs and a discount. A campaign can therefore raise the value of purchases while producing a smaller change in the amount retained by the merchant.
The comparison period and customer selection also affect interpretation. A measurement based on participating shoppers describes that group; it does not automatically describe every customer or every type of retailer.
These distinctions make the next stage of reporting consequential. Merchant numbers, campaign duration and the treatment of repeat purchases would give more meaning to the headline percentage without requiring the publication of individual customer records.
Krti’s current proposition brings the price offered, the payment made and the merchant’s campaign spending into a connected process. Its promised audited cohort results would provide the next opportunity to examine what that connection changes for participating businesses.
