Hired by the PE investors to drive Payrix's next stage of growth and set up the exit. Payrix was running on FIS/TD Bank and growing fast, but three things stood between the company and a premium acquisition multiple:
Processor concentration risk (no second rail), reconciliation exposure with card brands and sponsor banks (a diligence hurdle that would surface during the M&A process), and a product organization that needed to scale with the story the company was about to tell its buyers.
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. Both essential to the acquisition case.
Partway through the acquisition process, platform reconciliation surfaced as a diligence hurdle — the kind that quietly stops deals. Engineered a resilient reconciliation solution that matched platform dollars against bank settlement AND card-brand settlement end-to-end. Kept diligence from stalling.
Scaled product 5 → 15, hired 10 PMs and engineers under M&A timing pressure. Drove a full brand redesign to reposition Payrix ahead of the process. Buyers are buying the team and the story, not just the tech.
Enabled 400% revenue growth on a run-rate basis. Payrix was 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.