Vertical SaaS CEOs are constantly told they need to be a Payfacs to monetize payments. This is a terrible idea. Here is what that person on the other end of that advice isn’t telling you. 1️⃣ It will kill your SaaS multiple. Being a Payfac means you recognize payments revenue on your top line and clear 8 bps after expenses. What happens when payments revenue becomes 50% or more of your previously 90% gross margin business? 2️⃣ You will be in a tri-party agreement with a single sponsor bank, giving you zero negotiating leverage and control of your economic destiny. 3️⃣ There are big upfront costs that are hard to overcome without tremendous scale. Instead, you want to partner with Payfac on a rev share. A partner can give you 20% of top line as straight revenue, you take zero expense (legally you're a distribution partner), and you add 10 bps of 100% margin to your P&L. Being a PayFac without being a payments specialist literally makes no sense. Open invitation to prove me wrong.
Wholeheartedly agree. We built a payfac at Wellfit/Patolus despite that not being the primary value add of our tech. Added years to our roadmap and millions to our burn. Never again. Huge distraction for what made us special.
Tell them Wade Arnold, set them straight!
Thanks for sharing
It is important to stay in your lane and do what you are good at and partner with others that are good at what they do. So many ways to skin this cat and look at the evolution of payments and ultimately where this is all going back to the card brands with no outside noise.
^This. Wonder how much of this sentiment has changed now that we're not living in a revenue-at-all-costs type world (when margins seemed to "not matter")?
Sure I am going to argue payment advice with <checks notes> a very successful payments entrepreneur, I had never thought about this, so thanks Wade Arnold for putting this in ink, so folks can think through their payment strategy when they are not the godfather of payments.
Fully agree, Wade! Payments is a specialist business that needs depth, and comes with its own risks and costs. No point for a non-payments company to go down this route. Partnerships ftw!
Daniel Citron something to consider. Wade Arnold - where were you all this time!
Partner @ Flagship Advisory Partners: Insights-Driven Growth Strategy and M&A Advisory for Fintech
9moOur research indicates that it's not worth even *thinking* about being a payfac until you're doing $1B-$3B of volume, and it's not worth actually *becoming* a payfac until you're doing $3B-$5B of volume. I recognize this isn't a blinding insight: the number of true payfacs on Visa's registry has actually declined for the last few years as the number of "managed payfacs" has exploded 100x. Blue Horseshoe loves... embedded finance revenue without financial services regulation and operational complexity.