The Trump administration has granted preliminary approval for a cryptocurrency venture backed by President Donald Trump’s family to operate a federally chartered trust bank, over the protests of Democrats who decried the decision as riddled with conflicts of interest.

The Office of the Comptroller of the Currency, the bank regulatory arm of the Treasury Department, said in a letter on Friday that it was conditionally approving World Liberty Trust Co.’s application for a trust bank charter. The company must still meet additional requirements before it receives final approval, the regulator said.

The decision stands to give new powers and federal credibility to a venture in which Trump and his family retain a substantial financial interest. It’s also among the most direct official actions that the administration has taken involving the president’s private finances.

World Liberty Trust Co. President and Chairman Zach Witkoff said the charter will allow the company to manage its USD1 stablecoin, a crypto token whose value is pegged to $1, under the OCC’s watch.

“USD1 grew because institutions trust how it operates, and confidence at enterprise scale deserves the backing of federal supervision,” Witkoff, the son of Trump’s special envoy, Steve Witkoff, said in a statement. “We welcome continuous scrutiny from Federal regulators for many years to come.”

While Washington has been in knots over the steady drumbeat of news that Trump-linked businesses are expanding during his second term, the World Liberty application stood out to many.

Some Democrats and ethics watchdogs argued that the bid was one of the clearest examples of the conflicts of interest that administration officials face as they weigh the wishes of Trump family-backed companies. And they were quick to bash the OCC’s approval.

“This is the most brazen act of self-dealing our financial system has ever seen — and Congress cannot allow it to stand,” said Sen. Elizabeth Warren, the top Democrat on the Senate Banking Committee.

Warren and other Democrats unveiled legislation on Friday that would prohibit regulators from approving banks that are owned or controlled by the president or the president’s family, vice president, members of Congress or other top government officials.

A Democratic Senate aide said the Banking Committee would likely probe the OCC’s approval of the World Liberty bank charter next year if Democrats regain control of Congress.

Citizens for Responsibility and Ethics in Washington CEO Donald Sherman called the OCC’s approval “the most egregious example to date of the President’s businesses profiting from his government job.”

“The President continues to boost the crypto market at the expense of everyday Americans who are wondering what happened to the money in their own bank accounts,” he said.

World Liberty, in advance of the approval, had rejected the conflict allegations — saying Trump is not involved in managing the company and that none of its leaders or employees work for the federal government. The White House has similarly said Trump has no involvement in business deals that would implicate his official responsibilities.

Trump and his family nevertheless retain a substantial financial stake in World Liberty Financial. DT Marks DEFI LLC, an entity affiliated with Trump and members of his family, owns about 38 percent of the holding company that controls World Liberty Financial, according to the company’s website. The entity and Trump family members also hold 22.5 billion of World Liberty’s governance tokens.

Trump disclosed nearly $600 million in income from World Liberty token and equity sales in 2025, a major piece of the $1.4 billion of crypto-related earnings he raked in. He has said he does not manage his financial interests, which are overseen by his children.

The approval doesn’t allow World Liberty to open a traditional bank, but rather a national trust bank — a limited-purpose institution that would not make loans or accept federally insured deposits. It’s the latest in a string of such approvals for crypto firms under Trump’s OCC. Others who have received similar green lights include Circle, Ripple and Coinbase.

The charter still provides significant legal and financial advantages. It’ll allow World Liberty to issue and redeem its USD1 stablecoin directly, manage the reserves backing it and offer digital asset custody services without relying on an intermediary. The company could also operate across state lines more easily without having to answer to individual state regulators.

Federal supervision could also bolster World Liberty’s credibility with customers and investors and help expand the use of USD1.

“This is not World Liberty trying to become Chase or Bank of America. This is World Liberty trying to become like Circle,” the crypto giant, said Austin Campbell, a crypto adviser and professor at New York University. The newly acquired charter, Campbell added, “is a regulatory wrapper to be able to hold these things in the way required under U.S. law to do business with both retail and the big boys.”

The decision to approve World Liberty Trust Co. had put Comptroller Jonathan Gould, a Trump appointee, in the extraordinary position of deciding whether to grant federal banking privileges to a business tied to the president’s family.

Gould had rejected calls to pause the review or recuse himself. And he declined a request by Democrats to share the full, unredacted application submitted by World Liberty. “We process applications in a fair and evenhanded manner,” he told lawmakers in February.

Stephen Lybarger, the top OCC official overseeing bank chartering and a longtime career official of the agency, wrote in the approval letter on Friday that the agency followed “established policies and procedures” in evaluating World Liberty’s application.

“The Comptroller and staff acted consistently with their statutory duties and ethical obligations with respect to the Application,” Lybarger wrote. “Career OCC staff reviewed the application for consistency with the statutory, regulatory, and policy requirements and factors for approval of a de novo application.”

The OCC declined to comment further. The agency consulted with career government ethics officials as it evaluated the World Liberty application, according to a person familiar with the process.

Polish Foreign Minister Radosław Sikorski on Wednesday threatened to reconsider Warsaw’s $50 million-a-year spending on Elon Musk’s Starlink network, joining a growing government backlash over new roaming restrictions set to hit Polish customers later this month.

“Hey, @elonmusk, big man, stop discriminating Polish users of Starlink or we might re-think paying you $50 million p.a. for your services,” wrote Sikorski on X.

The foreign minister’s anger follows Starlink’s decision to exclude Poland from a shared European roaming zone that covers more than 30 countries, including Germany, Czechia, Slovakia and Lithuania. Customers within the zone can take their terminals across borders without triggering international-use restrictions. But Polish users will now face extra requirements when traveling.

“Note: Poland is not included in the Europe region above. Accounts registered in Poland are treated as Poland-only for home-country use,” reads Starlink’s current guidance.

Polish Digital Affairs Minister Krzysztof Gawkowski also went after Musk, accusing Starlink’s parent company SpaceX of treating Poles as second-class customers and demanding it spell out the regulatory basis for the change.

“Poland is not a second-tier market. Polish customers are not second-tier customers,” Gawkowski wrote on X. If SpaceX blames “local regulatory requirements,” Warsaw expects it to point to the specific rules rather than offer “general explanations,” he added.

The new rules have applied to new customers signing up for Starlink since July 14, 2026 and will extend to existing Polish users on Aug. 17.

This isn’t the first time Sikorski and Musk have fought over Starlink. Last year, Musk told the Polish minister to “be quiet, small man,” after Sikorski warned that Warsaw could seek alternative providers for the satellite service it’s financing for Ukraine.

SpaceX did not immediately respond to POLITICO’s request for comment.

A new survey quantifies the financial and emotional toll of flight disruptions, pointing to a widening gap between passenger rights on paper and passenger experience in practice.

Nearly eight in 10 travelers experienced a flight disruption in the past year, and for most the damage went well beyond the inconvenience itself. A new survey from AirHelp, a company dedicated to supporting travelers throughout their journey, puts a number on what disruption actually costs passengers: an average of €514 out of pocket, plus a real toll on their time, plans and well-being.

These figures reflect an industry operating under sustained pressure, with disruption continuing to shape the everyday experience of millions of travelers.

Air travel has largely recovered from its pandemic-era lows, but disruption remains a persistent feature of modern flying, driven by everything from air traffic control constraints to weather, staffing and aging infrastructure. Globally, 79 percent of respondents had a flight canceled, delayed by more than two hours or otherwise disrupted in the past 12 months. Of those disruptions, 50 percent were delays over two hours, 15 percent were cancellations, and 14 percent involved delayed, lost or damaged luggage. These figures reflect an industry operating under sustained pressure, with disruption continuing to shape the everyday experience of millions of travelers.

The financial toll

Globally, nearly three-quarters of passengers (73 percent) incurred additional expenses due to disruptions, with costs averaging €514 per person, although that figure masks wide differences. It also marks a clear increase from previous surveys, which found average costs of just €362.50 per passenger.

UK and German travelers report the highest average costs, at roughly €708 and €619 respectively. Portuguese and Spanish travelers report the lowest, at approximately €277 and €340. The United States and Brazil sit in the mid-to-high range, at around €577 and €529. The spread likely reflects differing living and wage levels, but it also means the highest-cost markets can see disrupted trips cost nearly three times what they would in the cheapest.

Money isn’t the only thing that weighs on passengers during disruptions.

Fifty-seven percent of passengers had to spend extra out of pocket during a disruption. Another 20 percent lost money that couldn’t be recovered, a non-refundable hotel stay, for instance, while 5 percent lost income they’d expected to earn. Just over a quarter, 27 percent, said the disruption cost them nothing.

Emotional toll

Money isn’t the only thing that weighs on passengers during disruptions. Sixty-eight percent of all respondents globally cited stress or frustration as a consequence of their disruption. That finding holds up when you look at what passengers rated as a major problem. Globally, waiting around for long periods ranked as the most common major complaint, cited by 50 percent of passengers, followed closely by stress itself at 43 percent.

The knock-on effects extended well beyond the airport. Thirty percent said the disruption derailed specific plans during their trip, such as sightseeing or connecting activities. Twenty-nine percent reported negative health or well-being effects like fatigue, missed sleep or illness. Twenty-two percent missed work or professional obligations, and 20 percent missed personal events like family gatherings or celebrations. Only 8 percent said they experienced no impacts beyond the disruption itself.

A pattern of inconsistent support

Much of the toll passengers describe traces back to communication. Many report not knowing what support or compensation they were entitled to during a disruption.
Globally, in-the-moment support was inconsistent: 47 percent of passengers said they never received vouchers, air miles or future discounts, and 44 percent said they never received cash compensation or money back for their costs. Basic support fared a little better but was still patchy- 38 percent never received food and drink, while adequate information about the disruption was more reliably provided, with just 25 percent saying they never got it.

These findings vary by market. On cash compensation, American passengers were the least likely to receive money back, with 52 percent receiving none, while German passengers were the most likely, with only 34 percent reporting none.

The regulatory question

Over a third of travelers (35 percent) said they didn’t know that regulations protecting passenger rights exist when flying in Europe. Among those who might have been eligible for compensation, 31 percent globally never filed a claim simply because they didn’t know they could, while another 22 percent held back because the process seemed too complicated.

Travellers are paying a very high price for flight disruptions, and the damage goes well beyond the bank balance.

Tomasz Pawliszyn, CEO of AirHelp

These findings come from a global survey commissioned by AirHelp and launched in February, polling 1,996 passengers across the UK, Europe, the United States and Brazil about their experiences with flight disruptions over the past 12 months.

“Travellers are paying a very high price for flight disruptions, and the damage goes well beyond the bank balance,” says Tomasz Pawliszyn, CEO of AirHelp. He points to the gap between the protections that exist on paper, air passenger rights laws and what passengers actually experience.

“Passengers are entitled to care and, in many cases, compensation when their flight is disrupted,” Pawliszyn said. “But when the majority of travelers remain uninformed, that protection isn’t reaching the people it’s meant for.”

The findings point to a narrower and more tractable question than airline performance itself: whether existing consumer-protection rules are being communicated clearly enough to function as intended. As aviation authorities in the UK, EU and elsewhere continue reviewing passenger rights frameworks, this data suggests the more urgent gap may not be the rules themselves, but how well travelers understand them.

At this month’s NATO summit in Ankara, allies announced billions of dollars in new arms deals and reaffirmed their commitment to spend more on defense. European governments have made the pledge, and the money is real: European defense spending has doubled since 2019, and by 2030, European NATO member countries are projected to spend in excess of €800 billion a year, up €300 billion from 2025, with equipment spending alone nearly doubling.

But committing money is the easy part. The harder question is whether Europe’s defense industry can turn it into equipment fast enough to matter. Europe’s largest defense manufacturers’ order books now average more than five years for production, and some are closer to nine. Money is flowing in faster than industry can turn it into equipment. But a purchase order is not equipment that can be deployed on the ground and the air.

European countries have long duplicated capabilities rather than pooling them.

The bottleneck sits in the defense industrial system. Deterrence relies on the chain from funding to contracts, then through production, deployment into services, then rapid innovation in the field. Europe’s next goal comes after the spending promise. The continent fields six times as many weapons platforms as the United States, because countries have long duplicated capabilities rather than pooling them. Production ends up split across many small runs that never reach an efficient scale. Ukraine, under pressure, has shown how fast a defense system can move, adapting tactics in weeks and building drone detection networks from consumer electronics. Europe needs to catch up and then accelerate.

Four moves would help Europe accelerate.

The first is multi-speed procurement. Software-led systems such as drones and targeting improve in rapid cycles throughout their deployment and need procurement that can keep up. Israel’s Iron Dome started out as far less capable than it is today and improved continuously in service. European defense ministries have already set up high-speed procurement units with dedicated teams and greater risk tolerance. These need to become mainstream, rather than the exception.

Collaboration in procurement, maintenance and training brings costs down and delivery forward.

The second is military collaboration to reduce fragmentation. Collaboration in procurement, maintenance and training brings costs down and delivery forward. The Tempest project, where the U.K., Italy and Japan are jointly building a next-generation fighter, demonstrates the model: shared development costs that no single country could carry alone. Recent bilateral maritime agreements, and Romania’s use of EU funding to buy European while expanding production at home, show the same logic spreading.

The third is industrial consolidation, which is already underway and needs to move faster. Companies are driving it themselves. Airbus, Leonardo and Thales have agreed to merge their space divisions into a single joint venture with roughly €6.5 billion in revenue and 25,000 employees, and European defense mergers and acquisitions rose 35 percent year over year in the first half of 2025. McKinsey analysis finds that consolidation across key supply chain segments could unlock around €9 billion in annual synergies, more than the current equipment budgets of 24 of Europe’s 30 NATO members. The deepest opportunity sits below the big primes, among the thousands of tier two, three and four suppliers that still duplicate one another’s work. Europe can speed this up by harmonizing requirements, reducing national carve-outs and letting industry do the combining. Consolidation is only half the task. Europe also needs to build sheer capacity — more shipyards, more assembly lines, more of the physical plants that turn orders into hardware — and the capital to fund it. In several categories, Europe simply lacks enough places to build.

Real deterrence means difficult choices, and a public that understands the importance and the cost of security.

The fourth is regulatory unlocking. Full scale-up demands skilled workers retrained, accredited and security cleared from other industries; production sites with preapproved permitting; and alignment of export controls across European allies. These regulatory unlocks now need the same energy and focus as the funding commitment debate. 

Real deterrence means difficult choices, and a public that understands the importance and the cost of security. That conversation is only beginning in much of Europe. It must include the potential for “gray zone” cyber strikes on hospitals, arson at industrial sites, drones disrupting ports, undersea data cables cut — these have all occurred, but many citizens do not yet recognize this as having malicious intent.

The opportunity in getting it right is significant. McKinsey and GLOBSEC estimates indicate that every euro of spending on European-manufactured equipment generates two euros of revenue across the European supply chain, and an additional €165 billion a year in equipment spending could create up to 1.2 million jobs. The coming years will reveal how effectively Europe is able to scale up to protect its territory and citizens, and how much of the promised investment becomes lasting deterrence and European jobs. Getting there depends on the whole ecosystem — governments, industry and investors — moving together. Increased spending is important. Spending it effectively matters more.

Jonathan Dimson is a senior partner in McKinsey’s London office. Mikael Robertson is a senior partner in the Stockholm office.