Podcast: The Tricks To Mastering The PF ROI

Just because a business adopts a payment facilitator business model, that doesn’t mean that its executives let those new procedures touch every aspect of their business. But not doing so can literally cost a business money by robbing it of some of the benefits that initially attracted those execs to the PF model.

New PF companies run that risk “if we don’t do a good job of building the metrics that measure the success of our throughput, as in how many apps an hour, what volumes are we looking at, what SIC codes?” said Joni Floyd, a 35-year veteran ISO exec, who penned a column about these conundrums last week, in our new podcast. “A lot of times, the financial operations or the settlement accounting of an organization doesn’t really change when you go from a strict direct merchant to a sub-merchant model. All of the chargeback fees might be dropped into the same general ledger account. Sub-merchant and direct merchant losses might not be recorded correctly,” Floyd said. “One of the challenges to the back-office of the operation, in parallel with implementing the payment facilitator model, is making sure that our financial operations team records the expenses relative to both direct merchants and sub-merchants so that we don’t overburden our sub-merchant categories with expenses that don’t pertain to them, like chargebacks, write-offs due to risk or bankruptcies.”