Challenges with Onboarding and Payment Rails for Non-Traditional Assets

Curious if others in the Deal Flow section are consistently seeing the same friction points I am when trying to onboard new entities, especially those dealing in what might be considered non-traditional or emerging asset classes. I'm not talking about regulatory hurdles specifically, but more the operational side with payment service providers (PSPs) and even some banking partners. It feels like many of the established institutions, even those touting 'fintech solutions,' still struggle to understand or properly risk-assess these businesses, leading to unnecessarily lengthy KYB processes, restrictive account features, or outright rejections.

We've had situations where initial conversations go well, all the necessary documentation is submitted, and then it just bogs down. Sometimes it's a lack of clarity on what information is actually needed, other times it's a clear disconnect between the sales/relationship manager and the underwriting/compliance teams. This inevitably impacts liquidity flow and ultimately the ability to execute on deals efficiently. Are others finding specific types of PSPs or banking solutions more adaptable, or is it still largely a case of brute-forcing through a fragmented and often resistant system for anything outside the very traditional asset classes?