Hired by the PE investors to lead product through Payrix's next stage of growth. Payrix was running on FIS/TD Bank and growing fast, and three things would shape the next stage:
Processor concentration (no second rail), reconciliation across card brands and sponsor banks, and a product organization that needed to scale with the company.
Payrix was already running on FIS/TD Bank. Built Fiserv/Wells Fargo alongside to create a true multi-processor platform, unlocking the next leg of revenue growth and removing single-processor concentration risk.
Engineered a resilient reconciliation solution that matched platform dollars against bank settlement AND card-brand settlement end-to-end. “Where is the money?” is the first question any investor or acquirer asks in payments.
Scaled product 5 → 15, hired 10 PMs and engineers under M&A timing pressure. Helped lead a full brand redesign to reposition Payrix. A platform is also its team and its story, not just the tech.
Helped grow projected run-rate revenue roughly fivefold. Payrix was later acquired by FIS/Worldpay, became Worldpay for Platforms, and is now part of the Global Payments organization.
Valuation problems in payments are usually operational problems wearing a finance costume. Fix the plumbing AND build the team AND sharpen the story, and the multiple follows.