How Pay.com.au is Rethinking Business Payments and Rewards

Yeah, it's remarkable.

My story is amazing as well in terms of being involved early stages.

I remember it must have been a few hours of meetings that you guys had before you sort of rolled me in there.

And I said, because I have access to a lot of the SMEs, it was really an interesting conversation where you were kind of picking my brain around whether the SME market would be open to the platform and would they actually use it and what are the challenges that they have.

And you've been involved with SMEs and it was just a penny drop moment.

And I had my ex-business partner who's since retired, he's a points fanatic with us in the room.

And he's like, this is gold.

Like this is, you guys are on the money.

But what I remember vividly, which we spoke about earlier before we pressed record was how Damien had sort of, you guys had already done a lot of the work.

The platform was sort of a beta.

We were doing some work behind the scenes with you guys, but He kind of, you guys pretty much summarized the business and the vision and how you wanted to sort of grow it.

We were modeling the financials and, you know, if we do X number of transactions per annum, blah, blah, blah.

And I remember even Damien, we were getting excited by how big this could get.

And he said, no, we need to make sure that the growth is sustainable.

And over a period of time, it's not just this massive hockey stick in year one and two, and then it's not sustainable.

You need to get the year on year growth, build it and build those foundations.

And I remember I put up like this spreadsheet that had like five or six years and he said, that's the year where the hockey stick's going to come through and we're going to get this momentum and blah.

I just remember that because since then, being your tax agents behind the scenes, we see the numbers.

If you overlaid his little five-year strategic plan of the numbers and overlaid it on the actuals, back then, it was literally nothing.

You know, everything you guys said that you were going to do in that business plan or in that vision has been executed.

It's like a execution story.

And as everyone, as you know, as a CEO, uh, it's not difficult to put strategy onto paper, but it's execution is what you live and die by.

So I'd like to unpack that for a little bit, Ed.

For our listeners that are potentially starting their own little business or a business that they think they can scale, what were some of the secret sources? What were the things that you believe is making pay.com that are you so successful today? But what was it in those early stages that allowed you to get to where you are today? Yeah.

Yeah, it's remarkable.

My story is amazing as well in terms of being involved early stages.

I remember it must have been a few hours of meetings that you guys had before you sort of rolled me in there.

And I said, because I have access to a lot of the SMEs, it was really an interesting conversation where you were kind of picking my brain around whether the SME market would be open to the platform and would they actually use it and what are the challenges that they have.

And you've been involved with SMEs and it was just a penny drop moment.

And I had my ex-business partner who's since retired, he's a points fanatic with us in the room.

And he's like, this is gold.

Like this is, you guys are on the money.

But what I remember vividly, which we spoke about earlier before we pressed record was how Damien had sort of, you guys had already done a lot of the work.

The platform was sort of a beta.

We were doing some work behind the scenes with you guys, but He kind of, you guys pretty much summarized the business and the vision and how you wanted to sort of grow it.

We were modeling the financials and, you know, if we do X number of transactions per annum, blah, blah, blah.

And I remember even Damien, we were getting excited by how big this could get.

And he said, no, we need to make sure that the growth is sustainable.

And over a period of time, it's not just this massive hockey stick in year one and two, and then it's not sustainable.

You need to get the year on year growth, build it and build those foundations.

And I remember I put up like this spreadsheet that had like five or six years and he said, that's the year where the hockey stick's going to come through and we're going to get this momentum and blah.

I just remember that because since then, being your tax agents behind the scenes, we see the numbers.

If you overlaid his little five-year strategic plan of the numbers and overlaid it on the actuals, back then, it was literally nothing.

You know, everything you guys said that you were going to do in that business plan or in that vision has been executed.

It's like a execution story.

And as everyone, as you know, as a CEO, uh, it's not difficult to put strategy onto paper, but it's execution is what you live and die by.

So I'd like to unpack that for a little bit, Ed.

For our listeners that are potentially starting their own little business or a business that they think they can scale, what were some of the secret sources? What were the things that you believe is making pay.com that are you so successful today? But what was it in those early stages that allowed you to get to where you are today? Yeah.