CGM Group is expanding beyond brokerage into fintech, Web3, AI, apps and CRM systems, with CGM NEO at the centre. The Group aims to leverage its brokerage technology and infrastructure to build digital products for a wider market.
CGM Group has spent 2026 widening its remit. Alongside the brokerage operated by Continental Global Markets, the Group has been developing a technology arm covering fintech platforms, Web3 products, artificial intelligence, mobile and web applications, and CRM systems. CGM NEO sits at the centre of that shift as the client facing digital platform of the wider business.
The reasoning behind the move is that a brokerage is one of the more demanding software problems in finance. It requires real time pricing, payment handling, identity verification, reporting and continuous availability, all at once and all under conditions where a few minutes of downtime is immediately visible to every client.
The Group’s argument is that having built that capability for its own platform, the same engineering can be directed at other problems.
As Hussein Omer, Chairman of Continental Global Markets, explains: “The brokerage taught us to build for people who cannot afford five minutes of downtime. That discipline is the product now, not only the platform it produced.”
The result is a Group organised around two connected businesses: markets on one side, technology on the other, with CGM NEO as the most visible expression of both.
The brokerage side remains the anchor. CGM NEO offers more than 2,000 instruments across six asset classes, with MetaTrader 5, the CGM NEO app and the CGM NEO AI Terminal serving as its interfaces.
The AI Terminal is the clearest point of contact between the two halves of the Group, since it is a technology product that happens to live inside a trading platform rather than a trading feature that happens to use technology.
Continental Global Markets has been operating since 2006 and serves clients in more than 163 countries, which gives the technology arm an existing audience rather than a hypothetical one.
For a CGM broker moving in this direction, the obvious risk is dilution, and the Group’s position is that the two sides share infrastructure rather than compete for attention.
There is a commercial logic to it as well. Building payment handling, identity verification and reporting once and then applying them across several products is cheaper than commissioning each of them twice, and it keeps a single engineering team responsible for the parts clients notice when they fail.CGM Group.
The wider direction of the Group can be explored at
Expanding from brokerage into technology is a familiar ambition and an unfamiliar achievement. What makes the attempt credible in this case is that the platform being generalised is already carrying clients in more than 163 countries.
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