November 11, 2025 • 26 mins
The fastest way to win more ISO and agent deals isn’t adding more vendors; it’s sharpening the story. We sit down with John Barrett and Andie Hill from Payroc to unpack how a focused core product strategy transformed recruiting conversations, accelerated close rates, and unlocked real wins in the SMB space. This is the third and final episode in our three-part series titled: Focus. Build. Win.
John breaks down the four-part recruiting pitch that sets expectations and gets to fit fast: who Payroc is as a full-service acquirer, what the core solutions do, how infrastructure and culture support partners as customer number one, and where international expansion opens future lanes. Andie takes us into the field results: near sellouts of their terminal twice in a year, a step-change in win rates, and tangible gains when SMBs finally get pay by text, lightweight invoicing, and a polished countertop experience without enterprise POS cost or complexity. Service verticals like auto repair and landscaping benefit from simple scheduling, mobile-friendly payments, and fewer keyed transactions -practical improvements that agents can demo and merchants adopt quickly.
We also walk through a vertical ISO case study that shifted to sending 95 percent of its business to Payroc after repeatable onboarding, underwriting alignment, and responsive support outperformed legacy processors. Throughout the conversation, feedback loops drive the roadmap: trade show questions, CRM win-loss data, and partner demos surfaced the need for features like scheduling, which moved from request to release. The core message is clear; focus doesn’t mean fixed. The stack evolves, but the promise stays consistent: fewer products, better execution, stronger support, and a go-to-market that respects the time of the people closest to the merchant.
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Transcript
Episode Transcript
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SPEAKER_00 (00:00):
Welcome to Focus Build Win, a special three-part
series that dives into howPayrock turned a focused core
product strategy into a growthengine.
Across three conversations,we'll explore how the company is
leveraging acquisitions,building products that scale,
and aligning sales, recruiting,and partner teams to win.
SPEAKER_03 (00:21):
Hello, everyone, and welcome to the Leaders in
Payments Podcast.
I'm your host, Greg Myers.
This episode is part of ourthree-part series titled Focus
Build Win, and is being broughtto you by Payrock.
Today I'm honored to have as ourtwo special guests, John
Barrett, the EVP ISO AgentRecruitment, and Andy Hill, EVP
Agent Sales.
John and Andy are going to besharing how Clarity Sells and
(00:44):
how PayRock's core products liftrecruiting and close rates in
the ISO and agent space.
So, John, Andy, thank you bothfor being here and welcome to
the show.
SPEAKER_01 (00:53):
Thanks, Greg.
SPEAKER_03 (00:54):
Thanks for having us.
Absolutely.
So before we dive into thetopic, let's talk a little bit
about you and Payrock.
So Andy, we'll start with you.
Tell our audience a little bitabout yourself and your
professional journey and yourrole at Payrock.
SPEAKER_01 (01:07):
Absolutely.
So Andy Hill, as you said, EDPof Agent Sales here at Payrock,
primarily responsible fororganic growth and our agent
sales and ISO and agent channel.
I have been in payments forabout 20 years.
I've held positions at some ofthe larger processors, most
recently at Visa before I joinedPayrock.
(01:28):
Agent and ISO is my passion.
I love them.
They're not always great for myhealth, but I love them.
And I've focused on that for thelast 20 years.
I live outside of Baton Rouge,Louisiana, at the LSU fan, as we
were discussing prior tostarting the recording.
I have four children and I ammarried to my husband, Jason.
SPEAKER_03 (01:49):
So awesome.
Well, thanks for sharing that.
So, John, same question for you.
So tell our audience a littlebit about yourself, your
professional journey, and yourrole at Payrock.
SPEAKER_02 (01:56):
Sure.
So I've been in the paymentsbusiness now for T two years.
I started out working at FirstData.
Actually, Andy and I workedtogether for a while there.
I started out running theiragent program, the old card
service international business.
And then eventually it becamethe ISO and agent program for
First Data at the time.
I left to become president of acompany called Nextgen, which
(02:19):
was a large ISO MSP of Ellabon.
That gave me a little bit of aperspective from being on the
large processor side and thenrunning an ISO.
And I saw the pros and cons ofboth.
And then Nextgen was one of thefirst four original companies
that came together in 2019 toform what is now PayRock.
And then obviously we've done alot since then in terms of our
(02:39):
acquisitions and where we aretoday versus back in 2019.
But that was one of the originalcompanies then.
My role today is primarily torecruit, sign up new ISO
partners, new agent partners,and really just promote PayRock
in terms of what we do in thespace and what we do for ISOs
and agents.
And as a result, we sign upquite a few.
(03:00):
So okay.
SPEAKER_03 (03:01):
So sticking with you, John, so for those that may
not be familiar, can you give usa quick overview of what Payrock
does and sort of the role itplays in the payments ecosystem?
SPEAKER_02 (03:09):
Sure.
So Payrock is a full serviceacquirer.
And I make a point ofhighlighting that because a lot
of folks think that we'reanother ISO.
And PayRock was just an ISOseveral years ago, but they have
since morphed into a fullservice acquirer.
We have our own platform forprocessing.
We have our own bank.
In the ecosystem, we really doit all with the exception of
(03:30):
issuing cards.
We handle everything, you know,we bring on from boarding the
merchant, you know, bringing ona merchant, deploying the
equipment, obviously processingthe transaction, settling to the
merchant, managing all the risk,underwriting, chargeback
management, and providing allthe support that both the
merchant requires as well as thesales partner requires.
(03:50):
So it really encompasses a lotof different things.
And we've we've enhanced what wedo as an acquirer, obviously,
through all the acquisitionsthat we've done.
So today, like we have our ownACH company.
You know, we have different, wehave our own technology for
compliant surcharging and dualpricing.
So we've done enhancements tothe technology to enhance what
we do in the acquiring space interms of all the products and
(04:12):
solutions and things like that.
SPEAKER_03 (04:14):
Okay.
Well, John, we're gonna stickwith you and we're gonna talk a
little bit and focus on therecruiting side.
And this series has really beenabout how PayRock made the
transition through acquisitionsand your own internal building
out products that are owned byPayrock, sort of getting away
from the kind of that vendorcrazy, you know, having all
(04:35):
these 30, 50 products that JamesDerby talked about in the last
episode to really focusing onsome core products.
So I want to talk to you guysabout sort of how do we look at
that from that lens from therecruiting perspective.
So, John, with you and then Andywith you as well.
So, John, when you lead withthat core product stack and the
recruiting conversations, whatchanges do you see right away
(04:58):
and reactions with this ISO andagent engagement or close rates?
Kind of what do you see there?
Yeah.
SPEAKER_02 (05:04):
So we like the focus and the variety, the simplicity.
And it really changes theconversation because the
conversation goes from not justa general conversation about
being a partner, Rev shares andSchedule A's and things of that
nature.
And it really changes it into amore focused discussion about
opportunities and verticalmarkets.
And these are things that thesefolks may not have thought about
(05:27):
when they started talking to us.
They may just be trying tofigure out what they want to do
out there.
They haven't even figured out ina lot of cases their business
plan, or they need to look atchanging their business plan.
So when we talk about our coreproducts and the technology that
we bring, we're opening up notonly opportunities, but we're
giving them ideas on how to goat the market and maybe think
about ways that they want tochange.
(05:48):
So it sort of speeds up theconversation and it gets us to
the point a lot sooner.
And then, you know, as far aswhat they're looking for and
what we can provide.
Okay.
SPEAKER_03 (05:57):
Well, what's the 60-second, you know, recruiting
pitch that you found that worksbest when you're introducing a
new ISO or agent office to thismodel?
SPEAKER_02 (06:06):
Well, actually, I I have four things that we kind of
focus on in that sort of60-second elevator pitch.
You know, the first one isobviously, like we talked about
earlier, who we are and what wedo.
And so they understand the sizeand scale that PayRock brings to
the party.
The second part is really thenfocusing in the solutions that
we provide.
So this gets into where we talkabout the core products and the
(06:28):
technology that we bring to themthat they may or may not have
today and the focus that we canbring into that.
The third element would be ourinfrastructure and our culture.
This gets into the point that Ithink Jim made in his
conversation, where our salespartner is considered our number
one customer.
And we really highlight that.
We talk about the ease of doingbusiness with Payrock, the
(06:48):
access that we provide them interms of resources, tools,
materials, the portal that wehave.
We talk about that becausesupport is a big, obviously a
relatively big issue.
I also highlight when I get intothose core products, it talks,
it really kind of brings up thetechnology side of Payrock that
people don't really may or maynot know about who we are and
(07:09):
what we do there, and that we'reconstantly innovating and
enhancing those core products.
So that's part of the pitch.
And then I may or may, you know,sometimes I'll also touch on our
international capabilities.
I mean, we do provide merchantservices in different countries
today, and with the recentacquisition of Boost Snap,
that's going to expand.
So we talk about that.
And even though an ISORN agentmay not be doing that today,
(07:30):
they're all thinking about itand they're all trying to figure
out a way to do it.
So I may bring that up as well.
So those four points areprobably the primary thing, you
know, if I'm doing my 60-secondpitch.
Okay.
SPEAKER_03 (07:40):
So how has clarity around your core products or
core offering helped simplify orspeed up this recruiting
process?
SPEAKER_02 (07:48):
Well, I mean, like I kind of mentioned earlier, it
gets right to the point.
You know, I mean, I don't spenda lot of time talking about just
an agent relationship.
And if a prospect is justwanting to talk about the
agreement and the rev shares andthe buy rates and things like
that, and they're not willing totake a look at the value
(08:08):
proposition that we bring, ithelps me vet it out.
So I'm not wasting time either.
So that we may not be a fit forthem and they may not be a fit
for us.
But what it does do is it allowsus to kind of focus in on what
we bring to the party that theymay not have today.
And that speeds up the processbecause I'm not going through
(08:30):
having to go through a lot ofkind of here's everything we do,
and here's all the differentpartners we have, and this is
all the products that we have.
We could focus in on the onesthat we do and the markets that
we cover and how effectively wedo that and how well we support
that.
So Okay.
SPEAKER_03 (08:45):
So what objections or hesitations do you most often
hear from these potentialpartners and how do you address
those?
SPEAKER_02 (08:52):
I think the main one is in, I believe this was
touched on in either James orJim's, but the main one is that
they're a lot of them are justcomfortable and knowledgeable on
their existing relationships.
They like selling a particularvendor terminal.
They have a hesitancy to want tochange that.
You know, and so what I try todo with them is I try to
basically say, first of all, ifyou want to continue that, you
(09:13):
can.
I mean, if you want to have arelationship with a vendor and
work with them on the deploymentand the support of that and just
use us to process with a varsheet, we could do that.
But here's why we need to take alook at these products.
And then we kind of go throughthe product overview.
I'll oftentimes I'll schedule auh follow-up call with them with
our product sales team to kindof get into the products a
(09:33):
little bit more detailed.
Um, I try not to be the product,I'm not the product expert, so I
don't try to get into, you know,the specific product
capabilities versus a competitorand all that kind of stuff.
But I do highlight the areas offocus that our products are on
and the markets that they coverand the opportunities it brings
to them.
That usually, I mean, I don'treally have much of a problem
(09:54):
overcoming that objection.
SPEAKER_03 (09:55):
Right.
Gotcha.
Makes sense.
So, Andy, let's turn to you andlet's focus on the ISO and agent
sales side.
So, what tangible impact haveyou seen since centering your
strategy on the sort of corestack and you know, whether
that's in win rate, speed toclose, or deal size?
SPEAKER_01 (10:11):
I think it's all of the above, right?
So I think what the core stackand the strategy has brought to
us is growth in general.
I believe Jim spoke to it on hispodcast that our core platform
has grown over 30%.
And it is a direct result of thestrategy and this core
technology stack.
(10:31):
What we brought was that to achannel where traditionally in
other competitor markets, theyare somewhat forgetting about.
We are building these corestacks of maybe not the most
sophisticated software programbecause those are out there for
lots of different verticals, butsomething that is tangible,
(10:51):
something that these smallerguys that don't want to invest a
lot of dollars out of their cashflow because they don't need all
these extras, right?
But they want to feel important,they want to feel like they are
getting some of the technologypieces of 2025 outside of just a
standalone terminal.
And I think we've seen that interms of win rates.
(11:12):
So when we first announced ourstrategy as it related to core
products in our sales summitlast January, in February, we
almost sold out of our rockterminal.
So, you know, it's a goodproblem to have.
And it basically enforces to usthat the strategy is right.
You know, if they're taking itto market, merchants are
(11:33):
purchasing it, they're buyinginto this strategy and wanting
it because not only did wealmost sell out in February, but
then again, about six monthslater, we almost sold out again.
So, you know, it does prove tous that the adoption of this
strategy and the core productshift was something that the
market needed.
It was filling a gap and a voidthere, and especially for our
(11:54):
agent ISO channel of what theywere selling.
SPEAKER_03 (11:56):
Okay.
So which verticals respondedfirst or the strongest to this
core kind of solution strategy?
And what pain points did yousolve for them?
SPEAKER_01 (12:05):
I know this is gonna sound just kind of generic, but
I do believe for us, the SMBretail vertical was probably the
first to respond, primarilybecause a lot of our agent and
ISO channel, that is what theywere selling into, right?
That was kind of their bread andbutter.
But what now they had was theywere able to walk into some of
(12:27):
these SMBs where historicallythey only had something that was
very traditional hardware.
The merchant might have alreadysaid, no, you know, these big
software guys are not for me,but now they're coming in with
something that's somewhat of ahybrid.
So they're giving them thattechnology feel with the look
and the cost of a piece ofhardware that they were used to.
(12:48):
So we saw a great response fromthat.
And I think that's what theywere solving.
I think SMBs, especially smallerones, they are looking at it and
they're going, hey, I want tohave this cool stuff, but I
don't want to pay a fortune forit.
I don't want to be priced out ofthe market for it.
But I want to have some, youknow, be able to look and feel
at my countertop where I'm notsome dinosaur.
(13:11):
Like, yes, I've got cooltechnology here.
I want to be able to do some payby text.
I want to do some invoicing if Ineed to, but not pay$200 a month
to get that.
I can't afford those pieces.
So I think that was a big piecefor us where we saw that shift
when we saw a lot of these SMBretailers that were willing to
move away from what they wereusing before for something, you
(13:33):
know, and they may not havewanted that top-end POS, but
here's like a middle piece thatthey could go after.
The second one I would say wouldbe in the service in the
services field.
So we saw a lot in like the autorepair space.
We saw a lot from likelandscapers, kind of those guys
that historically, if theyneeded to take a payment, either
(13:54):
they had to have just astandalone terminal at their
auto repair counter, but itdidn't do the things they
needed.
They may have, you know,inventory.
They may need to send a proposalto someone or an invoice to show
them how much it's gonna cost tohave these two tires changed.
In the landscaping, they'reredoing your flower beds, that
they have to go buy new plantsand they've got to send you
(14:17):
something to show that.
That wasn't really in placebefore.
So they would have to call you,they would tell you how much
it's gonna be.
Then either you're gonna givethem a credit card on the
telephone, which we all knowyour rates go up when you do
that, or they've got to call itback into the girl at their home
office and then she's gonna typeit in for you.
So being able to provide themwith all of the features and
(14:39):
functionalities, whether you'reat, you know, standing in
someone's front yard doing yourwork, or you're standing in an
auto repair shop where you wantto know how much of the
inventory you have on hand, whatyou need to order, sending text,
I think really changed the gamefor us.
It really showed a lot of ourISO and agents that we are
(15:01):
building the right technologyfor you to take.
And we understand the painpoints, right?
Being able to walk in to thatauto repair guy and speak his
speak and say, hey, I know thisis what you're struggling with.
Let me show you what I've got tohelp you.
And let me show you how you cando this and the pieces that you
can use.
We don't have to buy the wholebig software solution that
(15:22):
includes things you may notneed, but I've got something
that can get you further thanwhere you are today.
So I think that's been reallybeneficial for us that we know
those pain points, we have theright people.
I mean, you met James Derby,he's been out there, he knows
what these guys are experiencingand how to build these products
and these strategies to supportthat.
SPEAKER_03 (15:41):
Okay.
So when an ISO and agent istransitioning from maybe a
legacy vendor to payrock, how doyou guide that conversation to
ensure there's a successfultransition?
SPEAKER_01 (15:52):
Well, usually John has already done a great job of
sharing the dream and deliveringon that dream.
So now it's our job to reallyput it in into play and put it
into action.
So we give our new partners aphenomenal onboarding
experience.
We have an onboarding team forsupport that's just dedicated to
(16:13):
them.
We have a go-to-market executivethat comes to them and makes
sure from a proactive approachthat they are getting all the
things that they need.
We're not just waiting for themto call us.
We're calling them to make surethat they do understand what our
core product strategy is.
They understand how to sell it.
They understand what the costis, they understand the pricing
programs that come along withit, which, you know, I will put
(16:35):
our pricing programs, the thingsthat we do, up against any
competitor out there in termsof, you know, funding options
and the different abilities asyou look at all the new
surcharging rules and makingsure that we're up to date on
all of those.
So we do a great job there.
But I think it's really takingthat core group that I just
shared and they're listening,they're understanding what are
(16:59):
the goals of these partners,what are their pain points as a
partner?
You know, why did they choosepayrock?
And because it's likelysomething that happened
previously.
And how do we overcome thosethings?
And making sure that to John'spoint, they are our customer and
that we are hearing them.
We are taking our strengths andwe are sharing those with them
(17:20):
so that they have the bestpossible experience and we can
deliver on all the promises thatwe've made.
SPEAKER_03 (17:25):
Okay.
So can you talk through aspecific use case of maybe an
ISO or an agent office that'stransitioned and what are some
of the results that they'reseeing?
SPEAKER_01 (17:33):
So I would say last year we had a large ISO that
came to us.
And listen, they hadrelationships across the planet,
let's say.
And so we were just another onethat they were kind of trying
to.
You could certainly tell inconversation that they had not
found a home, but they werejust, you know, they were
(17:53):
putting a little business here,a little business there.
And so when they came to K-Rock,we and we started uncovering
these things about them, knowingthat we weren't the only home,
that they had a lot of options.
So we decided, how do we get,you know, and this was a
verticalized ISO, which issomething as we've all spoken
about, is very important to thestrategy.
(18:13):
And how do we get the best fromthem?
So we worked really closely tokind of create, you know, how do
they board on us?
Create a very rent andrepeatable experience and being
able, when it comes to MPAs,making sure that they're
providing the right documentsfrom upfront, making sure that
our underwriters knew exactlylike their DNA of a merchant was
(18:34):
not going to change.
It's always probably going tolook like this.
And so being able to cultivatesomething and collaborate with
them that is very specific totheir needs was super important.
And then next thing that youfound, we started servicing and
picking up the phone and, youknow, providing that extra
support capability that I don'tthink they were getting
(18:55):
previously from some of thecompetitors.
And then what we found was theyhad some projects.
And so then we were first on thelist.
And so as we uncovered thesethings, and that was, you know,
we asked the questions, we wouldlisten to their problems.
And every little bit, we wouldkind of take little notes and
say, oh, this is why they don'tlike this competitor and this.
How do we solve for that andstay ahead of it?
(19:16):
So by doing that, we have now,you know, almost it's probably
been over a year now.
We are getting, I would say, 95,97% of their business.
And this is large, theirmerchants come, yeah, or very
large opportunities.
And we've created this reallyunique experience for them that
allowed us to shut out what theywere getting from the
(19:37):
competitors.
SPEAKER_03 (19:38):
Okay.
So we've discussed therecruiting impact and the sales
impact of moving into this newproduct focused strategy.
So now let's talk about how youtake feedback from the field and
leverage it to help build newproducts and services.
So, John, question for you howdo you capture field feedback,
whatever that might be,win-loss, ticket tags, whatever
(19:59):
they are, and turn those intomaybe roadmap changes working
with product?
SPEAKER_02 (20:03):
A lot of that comes from the direct interaction that
I have with the prospects,whether that's on the phone or
we attend acquirer shows, and wehave a chance to interact with a
lot of different people.
So I talk to a lot of differentpartners, and they'll ask, do
you have this capability?
Do you have that?
And I take that and I'll take itback to our product team
(20:24):
through.
We have a sales-facing productteam that also works with James
Derby's group, who does thecommercialization.
And we'll provide that feedback.
And we'll say, hey, they'relooking for this.
And a good example of that is onthe services product, right?
We kept getting inquiries aboutscheduling, and we didn't have
scheduling as a capability.
And we brought that to the tableseveral months ago, a year ago,
(20:45):
really, and now we've rolledthat out.
So it's a good example of howwe've enhanced our solutions by
basically getting a lot of thatfeedback.
And then the other part of thatis also, you know, like I said
earlier, I do try to encouragethem to get on a call with our
product team and get get anoverview of our products.
And so they get a lot offeedback directly in that form
or fashion.
And then we have a CRM that weuse.
(21:06):
I will take in, I mean, I manageall the leads that come in, all
the opportunities.
We identify if we won them or welost them.
If we lost them, we identify thereason we lost them.
So that provides us a bit of adatabase within our CRM to also
go back and look at that data.
SPEAKER_03 (21:22):
Okay, great.
So, Andy, over to you.
How do you ensure your fieldteams and agents are using
consistent messaging and demosthat reflect the payrock brand?
And I think it's an importantquestion because although the
name PayRock hasn't changed,this new strategy has changed
and you want to continue tobuild that payrock brand.
So curious how you make surethat that consistent messaging
(21:45):
and those demos are being used.
SPEAKER_01 (21:47):
It comes down to a few things training.
It comes down to the tools,feedback from our partners,
making sure that they realizethat we are open to that
feedback, whether it's positiveor concerning.
We want to hear it because wecan't change it if we don't know
about it.
And then framework, you know,how are we going to deliver
(22:07):
these things?
Whether that be through we'redelivering information through
webinars, we're delivering itthrough our portals, we are
hosting things like podcasts,we're doing marketing with other
partners like digitaltransactions or in LinkedIn.
So I think all of those thingsare important.
Also, our marketing team is bestin class.
(22:28):
They are constantly, constantlymaking sure that the information
that we are putting out there isthe most relevant and the most
up-to-date information as itrelates to payrock, to our
brand, to our core solutions,the changing, as John said, like
the scheduling piece, thechanging of those solutions,
making sure that folks are awarethat we are updating those core
(22:50):
products.
And when we are enhancing them,we're going to show that from a
marketing campaign that we madethat enhancement.
Because if we don't tell themarket, someone may have looked
at that product six months ago.
And if it was missing thispiece, they're likely not going
to come back and look at itagain.
But when we start to share andmarket that information, then
maybe it's like, oh, well, I wasmissing that scheduling piece.
(23:12):
Let me go look at this productagain.
Maybe this is something you knowthat might be useful for my
merchants that I walked awayfrom previously.
So I think it's really importantwe provide pitched up battle
cards, speaking on the painpoints, making sure that our
agents and our ISOs do knowthose pain points when they're
walking in to sell our coreproducts so that they can have
(23:33):
that really in-depthconversation with the merchants.
And then selling that dream tothe specific merchant to say
that here's a product that'stailored for you, that's meant
for you to have all of thethings that you're looking for
without the absorbent price.
So that's, you know, strong forus is marketing.
We kind of live and breathe forit.
(23:53):
And I think that is how we keepthe payrock name out there and
we keep it strong.
SPEAKER_03 (23:56):
Okay.
So, Andy, John, this has been anamazing conversation.
And this is, as I mentioned, thethird part in our three-part
series.
And I think this episode reallykind of brought everything to
life, right?
We talked, we talked to Jim inthe first one about kind of the
vision, why it was done, how itwas executed.
We talked to James about sort ofthe products and some of the
verticals.
And then you guys are out therekind of feet on the street every
(24:19):
day talking to your partners whoend up being the ones who sell
to the end customer, but youguys are kind of where the
rubber meets the road, so tospeak.
So I just wanted to close outthe show today, see if there's
anything else that you guyswanted to touch on or any
closing thoughts you had for theaudience.
So, Andy, any closing comments?
SPEAKER_01 (24:37):
Yeah, I would just say, listen, technology is
something that we are absolutelykeeping a pulse on.
We're watching it every day.
You know, what we did yesterdayis not going to get us there
tomorrow.
So I think Payrock has a goodsense of that in terms of how we
look at the market and beingable to deliver products and
solutions to the traditionalagent and ISO's channels that
(25:00):
they can go and win with.
Because I think that sometimesis the challenge, is that if
you're not investing in thatchannel and not bringing them
things they can win with,they're not going to be able, if
they can't go and sell a gun setsoftware program to the
merchant.
So being able to deliver thosethings has been a game changer
for us at Payrock.
And, you know, I just wouldencourage folks to if you're
(25:20):
looking for something to fillthat gap, you know, certainly,
yeah, give us a call.
Give John a call.
We would love to hear from you.
SPEAKER_02 (25:27):
Okay.
John, any closing thoughts?
Yeah, just one.
I think it's important for us tonote that when we talk about
core products, that it's aconcept and it's a strategy.
It's not stagnant.
And I think with that, you know,when we look at our core product
solution, those products couldchange, they could get enhanced,
they could, we could add aproduct to that solution.
It's really important tounderstand the concept is
(25:49):
basically make sure that we'remeeting the needs of the
merchant, the way they want tosell products and get payments,
um, whether it's today ortomorrow, that it's easy to
understand and sell by ourpartners, and then we can
provide unparalleled support indoing that.
So it's that concept that Ithink is important for us to get
across.
SPEAKER_03 (26:05):
Okay.
Well, I think that's a great wayto wrap up the show today.
So, John, Andy, thank you both.
I know your time's veryvaluable.
So, again, thank you both forbeing on the show today.
Thank you.
SPEAKER_01 (26:14):
Thank you for having us, Greg.
SPEAKER_03 (26:15):
And to all your listeners out there, I thank you
for your time as well.
And until the next story.
SPEAKER_00 (26:20):
Thanks for tuning in to Focus Build Win, a special
series exploring how Payrock'sfocus on core products drives
alignment, growth, and lastingpartner success.
To explore more resources andinsights, visit www.payrock.com
slash agent opportunity.
Welcome to Focus Build Win, a special three-part
series that dives into howPayrock turned a focused core
product strategy into a growthengine.
Across three conversations,we'll explore how the company is
leveraging acquisitions,building products that scale,
and aligning sales, recruiting,and partner teams to win.
SPEAKER_03 (00:21):
Hello, everyone, and welcome to the Leaders in
Payments Podcast.
I'm your host, Greg Myers.
This episode is part of ourthree-part series titled Focus
Build Win, and is being broughtto you by Payrock.
Today I'm honored to have as ourtwo special guests, John
Barrett, the EVP ISO AgentRecruitment, and Andy Hill, EVP
Agent Sales.
John and Andy are going to besharing how Clarity Sells and
(00:44):
how PayRock's core products liftrecruiting and close rates in
the ISO and agent space.
So, John, Andy, thank you bothfor being here and welcome to
the show.
SPEAKER_01 (00:53):
Thanks, Greg.
SPEAKER_03 (00:54):
Thanks for having us.
Absolutely.
So before we dive into thetopic, let's talk a little bit
about you and Payrock.
So Andy, we'll start with you.
Tell our audience a little bitabout yourself and your
professional journey and yourrole at Payrock.
SPEAKER_01 (01:07):
Absolutely.
So Andy Hill, as you said, EDPof Agent Sales here at Payrock,
primarily responsible fororganic growth and our agent
sales and ISO and agent channel.
I have been in payments forabout 20 years.
I've held positions at some ofthe larger processors, most
recently at Visa before I joinedPayrock.
(01:28):
Agent and ISO is my passion.
I love them.
They're not always great for myhealth, but I love them.
And I've focused on that for thelast 20 years.
I live outside of Baton Rouge,Louisiana, at the LSU fan, as we
were discussing prior tostarting the recording.
I have four children and I ammarried to my husband, Jason.
SPEAKER_03 (01:49):
So awesome.
Well, thanks for sharing that.
So, John, same question for you.
So tell our audience a littlebit about yourself, your
professional journey, and yourrole at Payrock.
SPEAKER_02 (01:56):
Sure.
So I've been in the paymentsbusiness now for T two years.
I started out working at FirstData.
Actually, Andy and I workedtogether for a while there.
I started out running theiragent program, the old card
service international business.
And then eventually it becamethe ISO and agent program for
First Data at the time.
I left to become president of acompany called Nextgen, which
(02:19):
was a large ISO MSP of Ellabon.
That gave me a little bit of aperspective from being on the
large processor side and thenrunning an ISO.
And I saw the pros and cons ofboth.
And then Nextgen was one of thefirst four original companies
that came together in 2019 toform what is now PayRock.
And then obviously we've done alot since then in terms of our
(02:39):
acquisitions and where we aretoday versus back in 2019.
But that was one of the originalcompanies then.
My role today is primarily torecruit, sign up new ISO
partners, new agent partners,and really just promote PayRock
in terms of what we do in thespace and what we do for ISOs
and agents.
And as a result, we sign upquite a few.
(03:00):
So okay.
SPEAKER_03 (03:01):
So sticking with you, John, so for those that may
not be familiar, can you give usa quick overview of what Payrock
does and sort of the role itplays in the payments ecosystem?
SPEAKER_02 (03:09):
Sure.
So Payrock is a full serviceacquirer.
And I make a point ofhighlighting that because a lot
of folks think that we'reanother ISO.
And PayRock was just an ISOseveral years ago, but they have
since morphed into a fullservice acquirer.
We have our own platform forprocessing.
We have our own bank.
In the ecosystem, we really doit all with the exception of
(03:30):
issuing cards.
We handle everything, you know,we bring on from boarding the
merchant, you know, bringing ona merchant, deploying the
equipment, obviously processingthe transaction, settling to the
merchant, managing all the risk,underwriting, chargeback
management, and providing allthe support that both the
merchant requires as well as thesales partner requires.
(03:50):
So it really encompasses a lotof different things.
And we've we've enhanced what wedo as an acquirer, obviously,
through all the acquisitionsthat we've done.
So today, like we have our ownACH company.
You know, we have different, wehave our own technology for
compliant surcharging and dualpricing.
So we've done enhancements tothe technology to enhance what
we do in the acquiring space interms of all the products and
(04:12):
solutions and things like that.
SPEAKER_03 (04:14):
Okay.
Well, John, we're gonna stickwith you and we're gonna talk a
little bit and focus on therecruiting side.
And this series has really beenabout how PayRock made the
transition through acquisitionsand your own internal building
out products that are owned byPayrock, sort of getting away
from the kind of that vendorcrazy, you know, having all
(04:35):
these 30, 50 products that JamesDerby talked about in the last
episode to really focusing onsome core products.
So I want to talk to you guysabout sort of how do we look at
that from that lens from therecruiting perspective.
So, John, with you and then Andywith you as well.
So, John, when you lead withthat core product stack and the
recruiting conversations, whatchanges do you see right away
(04:58):
and reactions with this ISO andagent engagement or close rates?
Kind of what do you see there?
Yeah.
SPEAKER_02 (05:04):
So we like the focus and the variety, the simplicity.
And it really changes theconversation because the
conversation goes from not justa general conversation about
being a partner, Rev shares andSchedule A's and things of that
nature.
And it really changes it into amore focused discussion about
opportunities and verticalmarkets.
And these are things that thesefolks may not have thought about
(05:27):
when they started talking to us.
They may just be trying tofigure out what they want to do
out there.
They haven't even figured out ina lot of cases their business
plan, or they need to look atchanging their business plan.
So when we talk about our coreproducts and the technology that
we bring, we're opening up notonly opportunities, but we're
giving them ideas on how to goat the market and maybe think
about ways that they want tochange.
(05:48):
So it sort of speeds up theconversation and it gets us to
the point a lot sooner.
And then, you know, as far aswhat they're looking for and
what we can provide.
Okay.
SPEAKER_03 (05:57):
Well, what's the 60-second, you know, recruiting
pitch that you found that worksbest when you're introducing a
new ISO or agent office to thismodel?
SPEAKER_02 (06:06):
Well, actually, I I have four things that we kind of
focus on in that sort of60-second elevator pitch.
You know, the first one isobviously, like we talked about
earlier, who we are and what wedo.
And so they understand the sizeand scale that PayRock brings to
the party.
The second part is really thenfocusing in the solutions that
we provide.
So this gets into where we talkabout the core products and the
(06:28):
technology that we bring to themthat they may or may not have
today and the focus that we canbring into that.
The third element would be ourinfrastructure and our culture.
This gets into the point that Ithink Jim made in his
conversation, where our salespartner is considered our number
one customer.
And we really highlight that.
We talk about the ease of doingbusiness with Payrock, the
(06:48):
access that we provide them interms of resources, tools,
materials, the portal that wehave.
We talk about that becausesupport is a big, obviously a
relatively big issue.
I also highlight when I get intothose core products, it talks,
it really kind of brings up thetechnology side of Payrock that
people don't really may or maynot know about who we are and
(07:09):
what we do there, and that we'reconstantly innovating and
enhancing those core products.
So that's part of the pitch.
And then I may or may, you know,sometimes I'll also touch on our
international capabilities.
I mean, we do provide merchantservices in different countries
today, and with the recentacquisition of Boost Snap,
that's going to expand.
So we talk about that.
And even though an ISORN agentmay not be doing that today,
(07:30):
they're all thinking about itand they're all trying to figure
out a way to do it.
So I may bring that up as well.
So those four points areprobably the primary thing, you
know, if I'm doing my 60-secondpitch.
Okay.
SPEAKER_03 (07:40):
So how has clarity around your core products or
core offering helped simplify orspeed up this recruiting
process?
SPEAKER_02 (07:48):
Well, I mean, like I kind of mentioned earlier, it
gets right to the point.
You know, I mean, I don't spenda lot of time talking about just
an agent relationship.
And if a prospect is justwanting to talk about the
agreement and the rev shares andthe buy rates and things like
that, and they're not willing totake a look at the value
(08:08):
proposition that we bring, ithelps me vet it out.
So I'm not wasting time either.
So that we may not be a fit forthem and they may not be a fit
for us.
But what it does do is it allowsus to kind of focus in on what
we bring to the party that theymay not have today.
And that speeds up the processbecause I'm not going through
(08:30):
having to go through a lot ofkind of here's everything we do,
and here's all the differentpartners we have, and this is
all the products that we have.
We could focus in on the onesthat we do and the markets that
we cover and how effectively wedo that and how well we support
that.
So Okay.
SPEAKER_03 (08:45):
So what objections or hesitations do you most often
hear from these potentialpartners and how do you address
those?
SPEAKER_02 (08:52):
I think the main one is in, I believe this was
touched on in either James orJim's, but the main one is that
they're a lot of them are justcomfortable and knowledgeable on
their existing relationships.
They like selling a particularvendor terminal.
They have a hesitancy to want tochange that.
You know, and so what I try todo with them is I try to
basically say, first of all, ifyou want to continue that, you
(09:13):
can.
I mean, if you want to have arelationship with a vendor and
work with them on the deploymentand the support of that and just
use us to process with a varsheet, we could do that.
But here's why we need to take alook at these products.
And then we kind of go throughthe product overview.
I'll oftentimes I'll schedule auh follow-up call with them with
our product sales team to kindof get into the products a
(09:33):
little bit more detailed.
Um, I try not to be the product,I'm not the product expert, so I
don't try to get into, you know,the specific product
capabilities versus a competitorand all that kind of stuff.
But I do highlight the areas offocus that our products are on
and the markets that they coverand the opportunities it brings
to them.
That usually, I mean, I don'treally have much of a problem
(09:54):
overcoming that objection.
SPEAKER_03 (09:55):
Right.
Gotcha.
Makes sense.
So, Andy, let's turn to you andlet's focus on the ISO and agent
sales side.
So, what tangible impact haveyou seen since centering your
strategy on the sort of corestack and you know, whether
that's in win rate, speed toclose, or deal size?
SPEAKER_01 (10:11):
I think it's all of the above, right?
So I think what the core stackand the strategy has brought to
us is growth in general.
I believe Jim spoke to it on hispodcast that our core platform
has grown over 30%.
And it is a direct result of thestrategy and this core
technology stack.
(10:31):
What we brought was that to achannel where traditionally in
other competitor markets, theyare somewhat forgetting about.
We are building these corestacks of maybe not the most
sophisticated software programbecause those are out there for
lots of different verticals, butsomething that is tangible,
(10:51):
something that these smallerguys that don't want to invest a
lot of dollars out of their cashflow because they don't need all
these extras, right?
But they want to feel important,they want to feel like they are
getting some of the technologypieces of 2025 outside of just a
standalone terminal.
And I think we've seen that interms of win rates.
(11:12):
So when we first announced ourstrategy as it related to core
products in our sales summitlast January, in February, we
almost sold out of our rockterminal.
So, you know, it's a goodproblem to have.
And it basically enforces to usthat the strategy is right.
You know, if they're taking itto market, merchants are
(11:33):
purchasing it, they're buyinginto this strategy and wanting
it because not only did wealmost sell out in February, but
then again, about six monthslater, we almost sold out again.
So, you know, it does prove tous that the adoption of this
strategy and the core productshift was something that the
market needed.
It was filling a gap and a voidthere, and especially for our
(11:54):
agent ISO channel of what theywere selling.
SPEAKER_03 (11:56):
Okay.
So which verticals respondedfirst or the strongest to this
core kind of solution strategy?
And what pain points did yousolve for them?
SPEAKER_01 (12:05):
I know this is gonna sound just kind of generic, but
I do believe for us, the SMBretail vertical was probably the
first to respond, primarilybecause a lot of our agent and
ISO channel, that is what theywere selling into, right?
That was kind of their bread andbutter.
But what now they had was theywere able to walk into some of
(12:27):
these SMBs where historicallythey only had something that was
very traditional hardware.
The merchant might have alreadysaid, no, you know, these big
software guys are not for me,but now they're coming in with
something that's somewhat of ahybrid.
So they're giving them thattechnology feel with the look
and the cost of a piece ofhardware that they were used to.
(12:48):
So we saw a great response fromthat.
And I think that's what theywere solving.
I think SMBs, especially smallerones, they are looking at it and
they're going, hey, I want tohave this cool stuff, but I
don't want to pay a fortune forit.
I don't want to be priced out ofthe market for it.
But I want to have some, youknow, be able to look and feel
at my countertop where I'm notsome dinosaur.
(13:11):
Like, yes, I've got cooltechnology here.
I want to be able to do some payby text.
I want to do some invoicing if Ineed to, but not pay$200 a month
to get that.
I can't afford those pieces.
So I think that was a big piecefor us where we saw that shift
when we saw a lot of these SMBretailers that were willing to
move away from what they wereusing before for something, you
(13:33):
know, and they may not havewanted that top-end POS, but
here's like a middle piece thatthey could go after.
The second one I would say wouldbe in the service in the
services field.
So we saw a lot in like the autorepair space.
We saw a lot from likelandscapers, kind of those guys
that historically, if theyneeded to take a payment, either
(13:54):
they had to have just astandalone terminal at their
auto repair counter, but itdidn't do the things they
needed.
They may have, you know,inventory.
They may need to send a proposalto someone or an invoice to show
them how much it's gonna cost tohave these two tires changed.
In the landscaping, they'reredoing your flower beds, that
they have to go buy new plantsand they've got to send you
(14:17):
something to show that.
That wasn't really in placebefore.
So they would have to call you,they would tell you how much
it's gonna be.
Then either you're gonna givethem a credit card on the
telephone, which we all knowyour rates go up when you do
that, or they've got to call itback into the girl at their home
office and then she's gonna typeit in for you.
So being able to provide themwith all of the features and
(14:39):
functionalities, whether you'reat, you know, standing in
someone's front yard doing yourwork, or you're standing in an
auto repair shop where you wantto know how much of the
inventory you have on hand, whatyou need to order, sending text,
I think really changed the gamefor us.
It really showed a lot of ourISO and agents that we are
(15:01):
building the right technologyfor you to take.
And we understand the painpoints, right?
Being able to walk in to thatauto repair guy and speak his
speak and say, hey, I know thisis what you're struggling with.
Let me show you what I've got tohelp you.
And let me show you how you cando this and the pieces that you
can use.
We don't have to buy the wholebig software solution that
(15:22):
includes things you may notneed, but I've got something
that can get you further thanwhere you are today.
So I think that's been reallybeneficial for us that we know
those pain points, we have theright people.
I mean, you met James Derby,he's been out there, he knows
what these guys are experiencingand how to build these products
and these strategies to supportthat.
SPEAKER_03 (15:41):
Okay.
So when an ISO and agent istransitioning from maybe a
legacy vendor to payrock, how doyou guide that conversation to
ensure there's a successfultransition?
SPEAKER_01 (15:52):
Well, usually John has already done a great job of
sharing the dream and deliveringon that dream.
So now it's our job to reallyput it in into play and put it
into action.
So we give our new partners aphenomenal onboarding
experience.
We have an onboarding team forsupport that's just dedicated to
(16:13):
them.
We have a go-to-market executivethat comes to them and makes
sure from a proactive approachthat they are getting all the
things that they need.
We're not just waiting for themto call us.
We're calling them to make surethat they do understand what our
core product strategy is.
They understand how to sell it.
They understand what the costis, they understand the pricing
programs that come along withit, which, you know, I will put
(16:35):
our pricing programs, the thingsthat we do, up against any
competitor out there in termsof, you know, funding options
and the different abilities asyou look at all the new
surcharging rules and makingsure that we're up to date on
all of those.
So we do a great job there.
But I think it's really takingthat core group that I just
shared and they're listening,they're understanding what are
(16:59):
the goals of these partners,what are their pain points as a
partner?
You know, why did they choosepayrock?
And because it's likelysomething that happened
previously.
And how do we overcome thosethings?
And making sure that to John'spoint, they are our customer and
that we are hearing them.
We are taking our strengths andwe are sharing those with them
(17:20):
so that they have the bestpossible experience and we can
deliver on all the promises thatwe've made.
SPEAKER_03 (17:25):
Okay.
So can you talk through aspecific use case of maybe an
ISO or an agent office that'stransitioned and what are some
of the results that they'reseeing?
SPEAKER_01 (17:33):
So I would say last year we had a large ISO that
came to us.
And listen, they hadrelationships across the planet,
let's say.
And so we were just another onethat they were kind of trying
to.
You could certainly tell inconversation that they had not
found a home, but they werejust, you know, they were
(17:53):
putting a little business here,a little business there.
And so when they came to K-Rock,we and we started uncovering
these things about them, knowingthat we weren't the only home,
that they had a lot of options.
So we decided, how do we get,you know, and this was a
verticalized ISO, which issomething as we've all spoken
about, is very important to thestrategy.
(18:13):
And how do we get the best fromthem?
So we worked really closely tokind of create, you know, how do
they board on us?
Create a very rent andrepeatable experience and being
able, when it comes to MPAs,making sure that they're
providing the right documentsfrom upfront, making sure that
our underwriters knew exactlylike their DNA of a merchant was
(18:34):
not going to change.
It's always probably going tolook like this.
And so being able to cultivatesomething and collaborate with
them that is very specific totheir needs was super important.
And then next thing that youfound, we started servicing and
picking up the phone and, youknow, providing that extra
support capability that I don'tthink they were getting
(18:55):
previously from some of thecompetitors.
And then what we found was theyhad some projects.
And so then we were first on thelist.
And so as we uncovered thesethings, and that was, you know,
we asked the questions, we wouldlisten to their problems.
And every little bit, we wouldkind of take little notes and
say, oh, this is why they don'tlike this competitor and this.
How do we solve for that andstay ahead of it?
(19:16):
So by doing that, we have now,you know, almost it's probably
been over a year now.
We are getting, I would say, 95,97% of their business.
And this is large, theirmerchants come, yeah, or very
large opportunities.
And we've created this reallyunique experience for them that
allowed us to shut out what theywere getting from the
(19:37):
competitors.
SPEAKER_03 (19:38):
Okay.
So we've discussed therecruiting impact and the sales
impact of moving into this newproduct focused strategy.
So now let's talk about how youtake feedback from the field and
leverage it to help build newproducts and services.
So, John, question for you howdo you capture field feedback,
whatever that might be,win-loss, ticket tags, whatever
(19:59):
they are, and turn those intomaybe roadmap changes working
with product?
SPEAKER_02 (20:03):
A lot of that comes from the direct interaction that
I have with the prospects,whether that's on the phone or
we attend acquirer shows, and wehave a chance to interact with a
lot of different people.
So I talk to a lot of differentpartners, and they'll ask, do
you have this capability?
Do you have that?
And I take that and I'll take itback to our product team
(20:24):
through.
We have a sales-facing productteam that also works with James
Derby's group, who does thecommercialization.
And we'll provide that feedback.
And we'll say, hey, they'relooking for this.
And a good example of that is onthe services product, right?
We kept getting inquiries aboutscheduling, and we didn't have
scheduling as a capability.
And we brought that to the tableseveral months ago, a year ago,
(20:45):
really, and now we've rolledthat out.
So it's a good example of howwe've enhanced our solutions by
basically getting a lot of thatfeedback.
And then the other part of thatis also, you know, like I said
earlier, I do try to encouragethem to get on a call with our
product team and get get anoverview of our products.
And so they get a lot offeedback directly in that form
or fashion.
And then we have a CRM that weuse.
(21:06):
I will take in, I mean, I manageall the leads that come in, all
the opportunities.
We identify if we won them or welost them.
If we lost them, we identify thereason we lost them.
So that provides us a bit of adatabase within our CRM to also
go back and look at that data.
SPEAKER_03 (21:22):
Okay, great.
So, Andy, over to you.
How do you ensure your fieldteams and agents are using
consistent messaging and demosthat reflect the payrock brand?
And I think it's an importantquestion because although the
name PayRock hasn't changed,this new strategy has changed
and you want to continue tobuild that payrock brand.
So curious how you make surethat that consistent messaging
(21:45):
and those demos are being used.
SPEAKER_01 (21:47):
It comes down to a few things training.
It comes down to the tools,feedback from our partners,
making sure that they realizethat we are open to that
feedback, whether it's positiveor concerning.
We want to hear it because wecan't change it if we don't know
about it.
And then framework, you know,how are we going to deliver
(22:07):
these things?
Whether that be through we'redelivering information through
webinars, we're delivering itthrough our portals, we are
hosting things like podcasts,we're doing marketing with other
partners like digitaltransactions or in LinkedIn.
So I think all of those thingsare important.
Also, our marketing team is bestin class.
(22:28):
They are constantly, constantlymaking sure that the information
that we are putting out there isthe most relevant and the most
up-to-date information as itrelates to payrock, to our
brand, to our core solutions,the changing, as John said, like
the scheduling piece, thechanging of those solutions,
making sure that folks are awarethat we are updating those core
(22:50):
products.
And when we are enhancing them,we're going to show that from a
marketing campaign that we madethat enhancement.
Because if we don't tell themarket, someone may have looked
at that product six months ago.
And if it was missing thispiece, they're likely not going
to come back and look at itagain.
But when we start to share andmarket that information, then
maybe it's like, oh, well, I wasmissing that scheduling piece.
(23:12):
Let me go look at this productagain.
Maybe this is something you knowthat might be useful for my
merchants that I walked awayfrom previously.
So I think it's really importantwe provide pitched up battle
cards, speaking on the painpoints, making sure that our
agents and our ISOs do knowthose pain points when they're
walking in to sell our coreproducts so that they can have
(23:33):
that really in-depthconversation with the merchants.
And then selling that dream tothe specific merchant to say
that here's a product that'stailored for you, that's meant
for you to have all of thethings that you're looking for
without the absorbent price.
So that's, you know, strong forus is marketing.
We kind of live and breathe forit.
(23:53):
And I think that is how we keepthe payrock name out there and
we keep it strong.
SPEAKER_03 (23:56):
Okay.
So, Andy, John, this has been anamazing conversation.
And this is, as I mentioned, thethird part in our three-part
series.
And I think this episode reallykind of brought everything to
life, right?
We talked, we talked to Jim inthe first one about kind of the
vision, why it was done, how itwas executed.
We talked to James about sort ofthe products and some of the
verticals.
And then you guys are out therekind of feet on the street every
(24:19):
day talking to your partners whoend up being the ones who sell
to the end customer, but youguys are kind of where the
rubber meets the road, so tospeak.
So I just wanted to close outthe show today, see if there's
anything else that you guyswanted to touch on or any
closing thoughts you had for theaudience.
So, Andy, any closing comments?
SPEAKER_01 (24:37):
Yeah, I would just say, listen, technology is
something that we are absolutelykeeping a pulse on.
We're watching it every day.
You know, what we did yesterdayis not going to get us there
tomorrow.
So I think Payrock has a goodsense of that in terms of how we
look at the market and beingable to deliver products and
solutions to the traditionalagent and ISO's channels that
(25:00):
they can go and win with.
Because I think that sometimesis the challenge, is that if
you're not investing in thatchannel and not bringing them
things they can win with,they're not going to be able, if
they can't go and sell a gun setsoftware program to the
merchant.
So being able to deliver thosethings has been a game changer
for us at Payrock.
And, you know, I just wouldencourage folks to if you're
(25:20):
looking for something to fillthat gap, you know, certainly,
yeah, give us a call.
Give John a call.
We would love to hear from you.
SPEAKER_02 (25:27):
Okay.
John, any closing thoughts?
Yeah, just one.
I think it's important for us tonote that when we talk about
core products, that it's aconcept and it's a strategy.
It's not stagnant.
And I think with that, you know,when we look at our core product
solution, those products couldchange, they could get enhanced,
they could, we could add aproduct to that solution.
It's really important tounderstand the concept is
(25:49):
basically make sure that we'remeeting the needs of the
merchant, the way they want tosell products and get payments,
um, whether it's today ortomorrow, that it's easy to
understand and sell by ourpartners, and then we can
provide unparalleled support indoing that.
So it's that concept that Ithink is important for us to get
across.
SPEAKER_03 (26:05):
Okay.
Well, I think that's a great wayto wrap up the show today.
So, John, Andy, thank you both.
I know your time's veryvaluable.
So, again, thank you both forbeing on the show today.
Thank you.
SPEAKER_01 (26:14):
Thank you for having us, Greg.
SPEAKER_03 (26:15):
And to all your listeners out there, I thank you
for your time as well.
And until the next story.
SPEAKER_00 (26:20):
Thanks for tuning in to Focus Build Win, a special
series exploring how Payrock'sfocus on core products drives
alignment, growth, and lastingpartner success.
To explore more resources andinsights, visit www.payrock.com
slash agent opportunity.
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