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<v 0>All right. Welcome, everyone.</v>

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If you're running a platform,

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you've probably faced a question of where to invest your resources

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in building your own stuff or maybe take a dependency on Stripe

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for some of that work. And it's a tricky balance.

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And when you hit the balance just right,

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you get to use your resources to focus on growth.

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And if the balance is a little off,

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you end up doing a bunch of work that takes away from opportunities.

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The panel here, they have navigated these waters many a times.

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And between them,

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they process about $9 million a day on Stripe.

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They've been around the block,

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and we're very excited to have them here helping us with the panel.

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And we're going to talk through three phases of

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the process, which starts with building a good foundation,

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building that operational muscle you need to survive through incidents and

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good events and bad events, and then, ultimately,

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iterate and scale up.

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So from the technical

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setup and onboarding, to getting

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your operational house in order, to scaling,

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at each phase, we're going to explore

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how your technical account managers or TAMs can help you and guide

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you to optimize your resource allocation and give you the

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help that you need to build better and scale. So

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today we have Julia Rapoch

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from Practice Better.

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Julia has spent recently some time

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migrating a $60 million platform, and

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she's been at it for some time.

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<v 1>Seven years.</v>

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<v 0>Seven years.</v>

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<v 1>Seven years of migrations. Yeah.</v>

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<v 0>Yeah.</v>

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<v 1>Ask me about a migration.</v>

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<v 0>We have Uhriel Bedoya with Clio,</v>

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and you've spent some time enabling, what,

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65,000 of your customers with Klarna? And more recently,

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you've spent some time launching Capital, Clio Capital,

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which provides flexible finances to

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your attorney clients that run on the platform, the law firms.

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And we also have Tony Vardiman, who is with Cloudbeds.

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And I think you just launched, what,

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24 European countries with payments in how many

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weeks? Six?

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<v 2>About six weeks.</v>

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<v 0>Six weeks.</v>

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<v 2>A lot of work there.</v>

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<v 0>Yeah. Nothing to sneeze at. And I'm also Tony.</v>

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They call me "Tony Pet" just to keep it from getting mixed up.

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I lead the risk organization and the support organization at Stripe.

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And I'm really excited to have you guys here and to

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chat about these three phases.

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<v 2>Thank you for having us.</v>

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<v 0>Yeah. It's nice to spend some time face to face.</v>

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You can imagine that being in risk and support,

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I have inflicted some pain.

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<v 1>We don't talk about that.</v>

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<v 0>Yeah.</v>

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<v 1>We won't talk about that.</v>

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<v 0>Yeah. Yeah. And you've called us to tow you out of the ditch once or twice.</v>

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It's a reasonably equitable exchange, but

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we're old friends.

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So we're going to explore this journey of setting things up and

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getting to learn how to run incidents to iterating and scaling.

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And we'll talk through that. So I'm going to start with some questions.

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I've got some good ones here in these. We haven't practiced this at all,

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so it's going to be whatever it's going to be. It's going to be a conversation.

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I'm going to start with Julia.

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So before you were with Mindbody,

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so even longer stretch of time spending on Stripe.

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And with both places,

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what was the one thing that you think you got right?

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And what was the one thing that you think you should have done different or you

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wish you had done different? Tell us a little.

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<v 1>Well, I'm happy to speak about one of the things that we absolutely got right at</v>

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Practice Better. And that was our migration to the payment element,

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which we migrated to in the fall for enabling our

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Visa and Mastercard cards, so all of our credit cards.

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But what it really unlocked was our ability to offer six new bank debit

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options, as well as three new buy now, pay later options within a very,

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very short period of time. We launched those at the beginning of this year.

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We've seen incredible growth month over month in just the last couple of months

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that we've offered this. We've heard wonderful things for our customers.

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And the other thing that I'll say about it is through our migration to that,

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was that it surfaces automatically the most relevant payment methods.

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So if you're seeing customers in the US versus maybe you have one client that's

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in the UK, they want to see the payment method that is most familiar to them,

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the one that they prefer and payments are very local.

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So I would say that that was absolutely one of

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the best decisions that we've made so far at Practice Better, for sure.

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<v 0>Nice. You have a TAM, you've been working with the TAM for about a year?</v>

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<v 1>The unsung heroes at Stripe. If you don't have one, get one.</v>

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So critically, our TAM has helped us with, you mentioned it before, migrations.

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Now, I've been doing migrations for about seven years.

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My life would be incomplete without a migration, I often say.

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And our TAM has been really critical in making sure that some of the things that

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you just need to do as part of the migration planning process, so critically,

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for the over 1,700 customers that we migrated,

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ensuring that their settlement terms weren't delayed and that they were put on

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standard settlement terms when they made that transition,

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but also helping with some of the day-to-day struggles.

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So some of our merchants,

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they might make mention of certain restricted services on their websites.

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Now they are not selling those services through their website,

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but oftentimes that will throw up a flag. I'm sure you know about this.

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It might have been you that programmed that flag to come up. We'll talk about-.

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<v 0>I hang my head in shame.</v>

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<v 1>We will talk about that later.</v>

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But our TAM is able to put a note on our account to

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help reduce the number of basically false flags by over 50% and

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the number of accounts that were actually getting disabled or having payouts

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disabled by over 75%.

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So hearing from us and knowing that this is a real problem,

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not just for the migrating cohort, but for other customers,

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and figuring out a way to address that for us.

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<v 0>So it's that proactive engagement.</v>

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<v 1>Yeah, absolutely.</v>

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<v 0>Knowing where the-.</v>

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<v 1>Knowing what to do to make it better.</v>

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<v 0>Nice. Uhriel, you joined Clio, what, two years ago?</v>

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<v 3>Yeah, roughly August 2024.</v>

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<v 0>All right. And you inherited the Stripe migration there.</v>

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<v 3>Indeed, indeed.</v>

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<v 0>I hope it was an inheritance with not too much debt.</v>

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So

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how did you think about what you needed to do to scale?

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<v 3>So that's a great question because to the extent that you're right,</v>

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it's an inheritance, but in my case,

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it was a very special inheritance because in going back to the concept of the

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TAM and having a great one, Chryselle is nothing short of spectacular.

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One thing is she also inherited the relationship.

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We both started in our respective companies on the very same day in August 2024.

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So to the extent that we've been there for each other,

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supporting each other in our learning, that's incredibly important.

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Then there comes the vision of what you want to do.

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So there's the company in the state that it's at,

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but also where do you want to take it? Clap if you heard or like F1.

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I mention F1 because I absolutely love how

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they raise the bar every time. So if you think about 1.8,

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that number may mean something if you follow F1,

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that's the fastest pit stop that's ever been done in F1.

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And that was done in 2023, beating a record.

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So the reason they're so good at what they do is not because they have vendors

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and suppliers and relationships, it's because everybody's part of the same team.

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So I see Chryselle as our TAM, as part of our F1 team. We have ambitions to

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really be best in class globally,

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and having that kind of relationship is key to that success.

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<v 0>Cool.</v>

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It's hard to talk about payments and not mention disputes and

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fraud and onboarding.

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So tell us about your focus on those spaces and how that's going.

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<v 3>So for us, it's inevitable. It's a painful part of payments,</v>

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but a necessary one, chargebacks, disputes. It's been an evolution.

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My team has been phenomenal in taking what before was a manual

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process. Now you inject AI. There's no panel at this conference, I'm assuming,

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that won't mention AI in one way, shape, or form.

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The team is starting to become creative and incorporating solutions that will

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help us manage disputes better. But in our partnership with Stripe,

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for instance,

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we've been able to now take what a manual process was around arbitrations,

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which is a painful part,

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but necessary.
Instead of having to go in and check on a daily basis,

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now we have an automation where directly from Stripe,

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we are fed into a tracker, each of the arbitration that we have to defend.

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So that efficiency is making us automatically better. In addition to that,

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one of those things is responsibility for anyone running a business is reporting

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to your senior executives how the business is going.

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It was a manual process until we decided to pull back and seek resources from

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Stripe and say, "Hey,

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there's got to be a better way to do this." And that better way is, again,

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automation. So we automated all the reporting that feeds into our system.

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So now,

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instead of focusing on scrambling to the finish line to put materials together,

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the focus can really be in seeing what the outcomes are,

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what the insights should be that should be shared with senior executives.

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So that those two things alone are a great progress in how we not only

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understand the business,

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but also support our customers and chargebacks and disputes.

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<v 0>Yeah. I'm sure you love all your customers, but they're all law firms, right?</v>

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<v 3>They are. They are.</v>

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<v 0>So how is it working with law firms when it comes to... All right.</v>

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You don't have to answer that.

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<v 3>No, no, no. Lawyers are fantastic. Lawyers are,</v>

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to the extent that in our specific vertical,

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people think about lawyers as a single thing,

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but they serve so many different segments of our community.

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It's a great opportunity to learn about what their pain points are.

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So getting close to the customers helps you to create better products.

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In my specific case, in facilitating them getting paid,

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understanding their specific individual practice allows me to develop the

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empathy that's needed to be able to better support them.

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<v 0>Yeah. Well,</v>

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that's one of the nice things about working with platforms that you get to learn

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about so many different businesses and... Thanks.

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Tony. CloudBeds. You have a TAM. And

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how do you leverage your TAM

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in doing engagement with Stripe and escalations?

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And I suspect travel business is tricky.

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So tell us a little bit.

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<v 2>Tricky. Thank you. And before I get into that, just real quickly,</v>

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I want to say how brave it is of Stripe to invite us up here,

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unscripted, having no idea what we're going to say.

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So kudos. We leverage our Stripe, to answer, our TAM-to answer your question-we

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leverage our TAM in every which way we possibly can.

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What we identified is that prior to having the TAM,

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we at Cloudbeds struggled with being able to reach

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into the depths and the nooks and crannies of the

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Stripe ecosystem to be able to get the right

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problem in front of the right person at the right time.

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It wasn't that Stripe didn't care, because you do.

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It wasn't that Stripe wasn't capable, because you are,

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but because of the complexities of hospitality

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transactions and the nuances, without the TAM,

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we really struggled to say the right things and get the best

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outcomes.
Now that we have a TAM, and we've worked with a couple of them,

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they've both been

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incredible-Dylan

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and

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Alex-they're

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not

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just

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a

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technical

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person.

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They're

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actually

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a

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business

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partner.

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That's what we have identified because now I feel completely confident that I

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can go to Alex and say, "This is the problem, this is the situation,

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this is what we're dealing with,

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and I know that he will get it and will get the right person at Stripe to

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address the issue.".

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<v 0>So you think even if Stripe was perfect in every way,</v>

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you'd still need someone to connect that-.

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<v 2>That's right. Just because of the complexity,</v>

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the web aspect of the network, because it's such a large organization,

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even if everyone was perfect, you'd still need that connectivity tissue.

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<v 0>Yeah. Well, I think this is where we get into,</v>

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you have a great foundation, and you built this stuff and it works,

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but of course, everything eventually fails.

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There's always some incident somewhere.

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We won't talk about whose fault it is. We will leave that out.

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We will be blameless here. But let's talk

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about those moments where things go wrong.

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So let's see. With your,

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customers expect the best from you.

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I hope that you expect the best from us,

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and you raise the bar on what you think is great

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service. So Tony, Uhriel,

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your platforms, you own the support experience for your users,

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and

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how are we helping you and how do you approach providing support to your

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users, and how do you leverage Stripe in that?

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<v 3>Want to go first?</v>

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<v 2>You go first, sir.</v>

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<v 3>So I'm going to coin something that we shared earlier.</v>

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<v 0>I love this. Go ahead.</v>

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<v 3>And that, I think, Julia, you were the one who</v>

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said that:

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"Everyone has a plan until you get punched in the mouth." That was your original

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quote from Mike Tyson,

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but evolved to "when you get punched in the face." So to answer your question,

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Tony, for two launches, we've done a few launches with Stripe over time,

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but to do two in less than six months is impressive.

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So October 2025 was BNPL.

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Fast forward to February 2026, and it was Capital. And both posed some issues.

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And part of it came from, not from planning,

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it came from not planning for the unexpected.

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<v 0>No.</v>

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<v 3>And so, from that perspective, is that both launches: incredibly successful.</v>

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We're very happy on that front,

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but what we didn't plan for was what would go wrong in both

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instances. So they have that common denominator.

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What went wrong was that we did not anticipate or leverage

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Stripe as we could have in figuring out exactly what were the experiences

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leading up to our launch and what the lessons and learnings were from those.

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But that problem notwithstanding,

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I see it as an opportunity for both organizations to continue partnering

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forward. So not just about the planning,

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but also how are we going to troubleshoot?

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<v 0>Yeah.</v>

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<v 3>Circling back to your comment and your question about serving our customers</v>

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better, whenever something goes wrong in any implementation,

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the main thing at that point becomes triaging and supporting customers.

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Fortunately, I have a great team,

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00:17:04.430 --> 00:17:06.590
and we stepped in to be able to provide that support.

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The one thing for the future is,

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let's plan on our intervening if something goes wrong,

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and we already are having conversations around how we can do that better.

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<v 0>So don't try to be perfect because that's just going to be</v>

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00:17:20.810 --> 00:17:24.850
the wrong approach, but plan to mitigate,

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plan to have a playbook when things go wrong,

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and that's just as important and be proactive about that planning,

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00:17:32.550 --> 00:17:36.150
for planning for failures. Tony,

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AI plays a role in your customer support?

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00:17:40.350 --> 00:17:44.960
<v 2>It does. Isn't that the loaded question of the day?</v>

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00:17:46.370 --> 00:17:51.270
"How is AI shaping how we act and think with our customers?"

302
00:17:52.370 --> 00:17:55.630
To answer that, I believe that it's an evolving process.

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And in the spirit of saying,

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"Don't pretend to be perfect," I think what we've learned is

305
00:18:01.390 --> 00:18:06.030
being honest and vulnerable when you're dealing with a problem or a

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00:18:06.110 --> 00:18:10.550
situation or a frontier such as AI,

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00:18:10.890 --> 00:18:12.870
being able to sit up on stage and

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say,

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"We're

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not

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sure.

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We

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don't

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have

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it

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figured

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00:18:17.950 --> 00:18:17.950
out."

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It

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00:18:18.490 --> 00:18:22.910
is on all of our minds, but it's something we are engaging with daily.

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And I think we learn a lot.

321
00:18:25.830 --> 00:18:28.770
What we don't want to do is put out a chatbot just because, "Oh,

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00:18:28.770 --> 00:18:28.770
we've got a checkbox of... Yeah, we've got a chatbot." Well,

323
00:18:28.770 --> 00:18:28.770
what is the chatbot doing? Why is it needed? Is it giving good answers?

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00:18:28.770 --> 00:18:29.183
It's more of how is AI enabling us to provide better quality?

325
00:18:43.890 --> 00:18:47.750
And I think that that's the piece that I hear that is missing a lot of times

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00:18:47.810 --> 00:18:51.230
when people talk about AI because they're always about the speed and the

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00:18:51.290 --> 00:18:54.890
efficiency. Well, I'm sorry, but quality,

328
00:18:55.650 --> 00:18:59.710
where is that? Because that's really what matters to the end user.

329
00:18:59.970 --> 00:19:04.690
Are they getting a quality experience? And so, when we're looking at AI,

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00:19:04.990 --> 00:19:07.730
we want to focus on that question,

331
00:19:08.130 --> 00:19:09.010
not necessarily getting it "fast" or getting it "right." It's about learning

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00:19:09.010 --> 00:19:09.143
every day and improving quality.

333
00:19:17.030 --> 00:19:18.790
<v 0>Julia, tax season.</v>

334
00:19:21.830 --> 00:19:25.150
<v 1>Everybody's favorite topic. Who wants to talk about taxes? Everybody.</v>

335
00:19:27.250 --> 00:19:28.790
Yeah. It's a great topic.

336
00:19:28.850 --> 00:19:32.090
It really does unite a crowd because we all love talking about taxes.

337
00:19:32.310 --> 00:19:32.990
<v 0>Everybody has to do it.</v>

338
00:19:32.990 --> 00:19:37.090
<v 1>Especially me. What went wrong? Well,</v>

339
00:19:37.950 --> 00:19:42.350
we had to file 1099-Ks for the first time this year and

340
00:19:42.770 --> 00:19:46.330
about 1,500 merchants that we had to file on behalf of.

341
00:19:46.390 --> 00:19:49.730
And we did all this preplanning and figuring it all out.

342
00:19:50.670 --> 00:19:53.890
My first hint should have been that it was all going very smoothly.

343
00:19:54.750 --> 00:19:58.900
That should have been like an immediate light that went off in my...

344
00:19:59.130 --> 00:20:02.650
I think it might have, in a dream. And lo and behold,

345
00:20:03.230 --> 00:20:07.710
we had actually filed net processing volumes for the 2025 tax year.

346
00:20:08.450 --> 00:20:12.290
And as I'm sure all of you know, IRS experts in the room,

347
00:20:12.770 --> 00:20:14.910
you have to file gross processing volume.

348
00:20:15.530 --> 00:20:19.950
So the setting that we had configured when getting all of the forms ready,

349
00:20:20.190 --> 00:20:24.070
which we had already sent out, were wrong.

350
00:20:26.350 --> 00:20:31.190
And of course we discovered this on a Thursday afternoon at around 4:00 p.m.

351
00:20:31.270 --> 00:20:33.750
Pacific, which is typically when these things crop up,

352
00:20:34.090 --> 00:20:38.790
or it's either that or it's a Friday. But fortunately,

353
00:20:39.430 --> 00:20:44.210
Chris, our TAM, we put a Slack message out, and Elise,

354
00:20:44.370 --> 00:20:48.730
I would be remiss not to mention our account manager who also jumps in regularly

355
00:20:48.890 --> 00:20:50.370
to pull us out of a ditch,

356
00:20:52.110 --> 00:20:54.130
alerted them that that was our hypothesis,

357
00:20:54.190 --> 00:20:59.010
that we had in fact filed net rather than gross processing volume. Yes,

358
00:20:59.350 --> 00:21:00.350
I know. I know.

359
00:21:01.730 --> 00:21:04.690
<v 2>I'm sorry. I breathe a sigh of despair for you.</v>

360
00:21:04.770 --> 00:21:07.390
<v 1>Thank you. There's a lot of trauma bonding that's happened here,</v>

361
00:21:07.530 --> 00:21:11.210
so we're all very close now. But fortunately,

362
00:21:11.470 --> 00:21:15.350
Chris sprung to action. He organized a meeting with us with tax experts,

363
00:21:15.410 --> 00:21:19.090
and that's really something, you mentioned it before, this connective tissue,

364
00:21:19.150 --> 00:21:22.970
right? Stripe does a lot of things very, very well technology wise,

365
00:21:23.270 --> 00:21:27.510
but in addition to that, they have incredible experts, subject matter experts,

366
00:21:27.610 --> 00:21:29.050
in all sorts of domains.

367
00:21:29.150 --> 00:21:32.070
I'm even looking right out at someone in marketing at Stripe who's just

368
00:21:32.250 --> 00:21:33.950
absolutely phenomenal at what she does.

369
00:21:34.750 --> 00:21:37.910
And so he was able to organize people very, very quickly,

370
00:21:38.010 --> 00:21:42.070
less than 24 hours later into like an emergency meeting to confirm that that is,

371
00:21:42.130 --> 00:21:47.090
in fact, what we had done. And then, not only that, they fixed everything.

372
00:21:47.970 --> 00:21:51.330
Well, not everything, but they fixed all of the amounts for us.

373
00:21:52.190 --> 00:21:56.550
So we were able to reissue all of those forms very,

374
00:21:56.630 --> 00:21:58.950
very quickly.
We had to handle the communications,

375
00:21:59.010 --> 00:22:02.390
which actually went off without a hitch, which, thank goodness,

376
00:22:03.110 --> 00:22:06.850
most of our merchants were not thinking about taxes yet, so they hadn't filed.

377
00:22:06.910 --> 00:22:08.690
A few had. But yeah,

378
00:22:08.830 --> 00:22:13.350
we were able to just confirm the hypothesis, get a solution,

379
00:22:13.490 --> 00:22:17.450
and get things fixed literally within less than 24 hours because our TAM was

380
00:22:17.570 --> 00:22:19.530
able to just jump in and fix.

381
00:22:20.390 --> 00:22:23.990
<v 0>So you've all experienced incidents, and</v>

382
00:22:25.710 --> 00:22:27.110
I think at the end of the day,

383
00:22:27.950 --> 00:22:31.450
is it about the partnership that is the most valuable to you?

384
00:22:31.870 --> 00:22:35.770
Or what would you use as the one word in that,

385
00:22:35.930 --> 00:22:37.850
like when you're in that situation,

386
00:22:38.250 --> 00:22:42.930
what are you looking for from Stripe and maybe even each other?

387
00:22:44.350 --> 00:22:47.710
Because I mean, you guys all know each other. There's some kind of a cabal here.

388
00:22:48.170 --> 00:22:49.003
<v 2>Oh yeah.</v>

389
00:22:53.370 --> 00:22:54.203
<v 1>The first thing that comes to my mind is "expertise." And similarly,</v>

390
00:22:54.250 --> 00:22:56.650
I mentioned at the beginning, right, standing up these new buy now,

391
00:22:56.710 --> 00:22:59.830
pay later bank debits, which I was already familiar with, but buy now,

392
00:22:59.890 --> 00:23:01.850
pay laters was a new domain for me too.

393
00:23:02.570 --> 00:23:05.050
A few things cropped up that we weren't quite expecting.

394
00:23:05.670 --> 00:23:08.210
We should compare notes.

395
00:23:08.210 --> 00:23:10.890
But really being able to pull in the right subject matter

396
00:23:11.010 --> 00:23:15.230
expert to explain something when it goes off the rails,

397
00:23:15.290 --> 00:23:16.630
to give you that definitive answer,

398
00:23:22.490 --> 00:23:22.490
because, ultimately-and I think you touched on it before,

399
00:23:22.490 --> 00:23:22.490
Tony-you want to get the answer right.

400
00:23:22.490 --> 00:23:26.490
You want to get the quality answer to your customer to explain what has

401
00:23:26.570 --> 00:23:31.090
happened, why it's happened, and how you're fixing it. Because in payments,

402
00:23:31.270 --> 00:23:33.830
right, I think all of us in the room, in payments,

403
00:23:33.890 --> 00:23:37.570
know it starts at a spice level of a four,

404
00:23:38.350 --> 00:23:41.130
and it goes up quickly, because you're talking about people's money,

405
00:23:41.630 --> 00:23:45.830
and it's very emotional.
And so anything that you can do to pull in the right

406
00:23:45.870 --> 00:23:49.710
people to get things resolved and answered quickly and explained quickly is

407
00:23:51.130 --> 00:23:52.850
why I enjoy the partnership so much.

408
00:23:53.870 --> 00:23:55.830
<v 3>I would expand on what you were saying, Julia.</v>

409
00:23:58.830 --> 00:23:59.663
If "partnership" is one umbrella,

410
00:23:59.770 --> 00:24:04.030
underneath that for me is "authenticity." Having gotten to share some moments

411
00:24:04.070 --> 00:24:05.410
with each of you independently and collectively,

412
00:24:06.190 --> 00:24:09.470
this is my favorite panel in my career to the extent that basically it's

413
00:24:09.490 --> 00:24:12.510
learning from just two very real individuals.

414
00:24:12.930 --> 00:24:14.050
<v 1>How many panels has he done?</v>

415
00:24:15.800 --> 00:24:16.900
<v 3>As it relates to Stripe...</v>

416
00:24:17.670 --> 00:24:19.010
<v 0>I'm trying to break into this...</v>

417
00:24:21.570 --> 00:24:26.570
<v 3>As</v>

418
00:24:26.570 --> 00:24:26.570
it

419
00:24:26.570 --> 00:24:26.570
relates

420
00:24:26.570 --> 00:24:26.570
to

421
00:24:26.570 --> 00:24:26.570
Stripe

422
00:24:26.570 --> 00:24:26.570
specifically,

423
00:24:26.570 --> 00:24:26.570
"honesty"

424
00:24:26.570 --> 00:24:26.570
and

425
00:24:26.570 --> 00:24:26.570
"integrity,"

426
00:24:26.570 --> 00:24:26.570
those

427
00:24:26.570 --> 00:24:26.570
are

428
00:24:26.570 --> 00:24:26.570
the

429
00:24:26.570 --> 00:24:26.570
other

430
00:24:26.570 --> 00:24:26.570
two

431
00:24:26.570 --> 00:24:26.570
pieces.

432
00:24:26.570 --> 00:24:26.570
To

433
00:24:26.570 --> 00:24:26.570
be

434
00:24:26.570 --> 00:24:26.570
able

435
00:24:26.570 --> 00:24:26.570
to

436
00:24:26.570 --> 00:24:26.570
build

437
00:24:26.570 --> 00:24:26.570
a

438
00:24:26.570 --> 00:24:26.570
relationship,

439
00:24:26.570 --> 00:24:26.570
you

440
00:24:26.570 --> 00:24:26.570
have

441
00:24:26.570 --> 00:24:26.570
to

442
00:24:26.570 --> 00:24:26.570
really

443
00:24:26.570 --> 00:24:26.570
be

444
00:24:26.570 --> 00:24:26.570
honest.

445
00:24:26.570 --> 00:24:26.570
If

446
00:24:26.570 --> 00:24:26.570
something

447
00:24:26.570 --> 00:24:26.570
is

448
00:24:26.570 --> 00:24:26.570
working,

449
00:24:26.570 --> 00:24:26.570
great,

450
00:24:26.570 --> 00:24:26.570
say

451
00:24:26.570 --> 00:24:26.570
that.

452
00:24:26.570 --> 00:24:26.570
But

453
00:24:26.570 --> 00:24:26.570
if

454
00:24:26.570 --> 00:24:26.570
something

455
00:24:26.570 --> 00:24:26.570
is

456
00:24:26.570 --> 00:24:26.570
not

457
00:24:26.570 --> 00:24:26.570
working,

458
00:24:26.570 --> 00:24:26.570
you

459
00:24:26.570 --> 00:24:26.570
also

460
00:24:26.570 --> 00:24:26.570
have

461
00:24:26.570 --> 00:24:26.570
to-.

462
00:24:37.250 --> 00:24:37.710
<v 1>Own it.</v>

463
00:24:37.710 --> 00:24:39.990
<v 3>Own that, that it's not working, and do it early.</v>

464
00:24:40.310 --> 00:24:42.230
And testament to that is those,

465
00:24:42.470 --> 00:24:45.050
situation that we had where Stripe was providing something,

466
00:24:45.090 --> 00:24:48.590
and it just wasn't what we expected. We stopped,

467
00:24:49.310 --> 00:24:51.390
and Stripe recalibrated and shifted.

468
00:24:51.790 --> 00:24:54.570
That's exactly what you can get when you are really honest,

469
00:24:54.790 --> 00:24:57.770
could have had it to go all the way to the end and not done that.

470
00:24:58.150 --> 00:24:59.270
And then operating with integrity.

471
00:24:59.610 --> 00:25:00.010
<v 0>Yeah.</v>

472
00:25:00.010 --> 00:25:01.090
<v 3>If you don't operate with integrity,</v>

473
00:25:02.230 --> 00:25:04.750
just getting the sense from each of you and everybody here is,

474
00:25:04.850 --> 00:25:08.430
everybody's passionate because we have integrity in the work that we're doing.

475
00:25:08.730 --> 00:25:09.210
<v 2>That's right.</v>

476
00:25:09.210 --> 00:25:10.830
<v 3>And we have the same expectation from our partners.</v>

477
00:25:11.250 --> 00:25:11.640
<v 0>Yeah.</v>

478
00:25:11.640 --> 00:25:13.090
<v 2>And I'll briefly add on to that.</v>

479
00:25:13.210 --> 00:25:16.450
I know the countdown to the singularity is happening right in front of us.

480
00:25:16.610 --> 00:25:16.850
<v 0>Yes.</v>

481
00:25:16.850 --> 00:25:17.790
<v 1>Pay no attention to that.</v>

482
00:25:18.590 --> 00:25:19.423
<v 2>Briefly add,</v>

483
00:25:19.950 --> 00:25:24.850
the concept of what I call "radical vulnerability." This is so

484
00:25:25.170 --> 00:25:30.130
difficult in the business today for a leader to be fully vulnerable

485
00:25:30.510 --> 00:25:30.730
and say, "I have a problem, and I don't know how to fix it.

486
00:25:30.730 --> 00:25:30.730
Can you help?" And Stripe, to also, on their side say, "Oh,

487
00:25:30.730 --> 00:25:30.730
we may have been a part of that problem," but instead of defending and

488
00:25:30.730 --> 00:25:30.730
deflecting and protecting, dive into the pit with us and help us solve it.

489
00:25:30.730 --> 00:25:31.563
And that is what has forged the relationship.

490
00:25:56.070 --> 00:26:00.970
<v 0>All right. So from setting up and building a great foundation to</v>

491
00:26:01.810 --> 00:26:05.430
building your operational muscle to survive through these

492
00:26:07.050 --> 00:26:11.770
good times and bad times, and then, I think we get to scale and growth.

493
00:26:12.090 --> 00:26:16.750
So we're going to do a speed round on how has it been in expanding and

494
00:26:16.790 --> 00:26:20.890
growing products, geographies? Tell us a few things, Tony.

495
00:26:21.250 --> 00:26:25.830
<v 2>I'll briefly say it because this is probably the best and juiciest</v>

496
00:26:26.470 --> 00:26:29.890
experiences we've had with Stripe. So, in every single country,

497
00:26:30.170 --> 00:26:34.710
in every single payment method, in every single concept that Stripe has,

498
00:26:35.310 --> 00:26:40.270
Cloudbeds has basically adopted it as quickly as humanly possible.

499
00:26:40.690 --> 00:26:41.730
We launched in Europe,

500
00:26:41.850 --> 00:26:44.850
and we're live in every single country in Europe within a few weeks,

501
00:26:48.970 --> 00:26:48.970
and we have launched with Capital, Instant Payouts.

502
00:26:48.970 --> 00:26:53.230
We are going to be launching Treasury very soon. And so we're using everything.

503
00:26:54.550 --> 00:26:59.470
The ability for Stripe to allow you to scale with precision,

504
00:26:59.870 --> 00:27:03.170
I believe it's the best financial

505
00:27:04.470 --> 00:27:07.370
technology company in the world to be able to allow you to do that.

506
00:27:07.550 --> 00:27:11.730
We've used others, and we found that Stripe was the best.

507
00:27:11.850 --> 00:27:16.270
So I'm not getting paid for that, but it is my honest opinion.

508
00:27:16.690 --> 00:27:17.523
So thank you.

509
00:27:18.230 --> 00:27:23.160
<v 0>Well, thank you for being with us, and I'm starting to get a little...</v>

510
00:27:24.690 --> 00:27:25.230
<v 1>Emotional?</v>

511
00:27:25.230 --> 00:27:27.330
<v 0>Yes. Say something bad, Julia.</v>

512
00:27:28.410 --> 00:27:31.370
<v 1>Oh, okay. International expansion. Well,</v>

513
00:27:33.370 --> 00:27:36.870
we did do a lot of international expansion at Mindbody in a very,

514
00:27:36.930 --> 00:27:41.570
very short period of time. And I am going to flip it to a slightly positive.

515
00:27:41.630 --> 00:27:45.210
Sorry. I saw it. I mean, it was done very, very quickly,

516
00:27:45.310 --> 00:27:46.970
and they were able to support us through that.

517
00:27:47.830 --> 00:27:49.730
Stripe was able to support us through that. But what I would say,

518
00:27:49.730 --> 00:27:53.150
at Practiced Better, is that while we're not super focused on international

519
00:27:53.190 --> 00:27:56.570
expansion-most of our customers are in the US and Canada-I mentioned at the

520
00:27:56.590 --> 00:27:58.430
beginning, the migration to the payment element,

521
00:27:58.710 --> 00:28:03.510
it positions us to be able to expand very quickly internationally by

522
00:28:03.730 --> 00:28:07.410
meeting the needs of all of those local markets.

523
00:28:07.530 --> 00:28:11.910
I started my career in international payments in the UK, working in Europe.

524
00:28:11.990 --> 00:28:15.390
So I'm very familiar with all of the specifics,

525
00:28:15.410 --> 00:28:18.970
and it's only expanding. So yeah,

526
00:28:19.710 --> 00:28:24.250
Stripe is making it very, very easy to just turn those payment methods on,

527
00:28:24.370 --> 00:28:28.870
especially through that new integration.
So I'm feeling very excited about just

528
00:28:28.890 --> 00:28:32.550
that ability to switch those on and do some go-to-market work and not have to

529
00:28:34.130 --> 00:28:35.890
sit down with a developer and figure out, "Okay,

530
00:28:35.890 --> 00:28:35.890
how are we going to enable this specific one?

531
00:28:35.890 --> 00:28:35.890
And what information are we going to need to recollect?

532
00:28:35.890 --> 00:28:35.890
And then when are we going to surface it?" It's all done very seamlessly in the

533
00:28:35.890 --> 00:28:36.563
background, so it can help us grow.

534
00:28:48.190 --> 00:28:49.023
<v 0>And...</v>

535
00:28:49.117 --> 00:28:49.950
<v 3> For us,</v>

536
00:28:50.010 --> 00:28:52.850
it's a little bit different. And let me explain why. So our-.

537
00:28:53.110 --> 00:28:55.680
<v 0>Did you grill your TAMs about it though?</v>

538
00:28:56.290 --> 00:28:58.270
<v 3>Grill them on international?</v>

539
00:28:58.270 --> 00:28:58.270
<v 0>Yeah.</v>

540
00:28:58.270 --> 00:28:59.790
<v 3>We always talk about international expansion,</v>

541
00:28:59.850 --> 00:29:02.270
but here's the complexity that legal brings.

542
00:29:02.810 --> 00:29:06.910
It's not just about understanding payments in each of the jurisdictions in

543
00:29:06.950 --> 00:29:07.610
foreign markets.

544
00:29:07.610 --> 00:29:10.910
That's something that definitely Stripe has already historically played a role.

545
00:29:10.910 --> 00:29:15.130
But it's understanding what the requirements are from the legal system in

546
00:29:15.230 --> 00:29:17.390
each of these countries. So, in other words,

547
00:29:17.450 --> 00:29:21.950
defining what our competitive advantage is going to be and value propositions

548
00:29:21.970 --> 00:29:26.790
can be in each of these markets also ties into the intentionality of launching

549
00:29:26.810 --> 00:29:30.830
payments. So it's a lot more complex. I wish it were as simple as yours,

550
00:29:30.890 --> 00:29:33.650
but there's a lot of work that needs to be done in the background.

551
00:29:33.810 --> 00:29:35.840
<v 2>You're working with attorneys, so can't be simple.</v>

552
00:29:37.670 --> 00:29:38.503
<v 3>No, it is not.</v>

553
00:29:38.570 --> 00:29:43.550
But it also talks to a little bit about why our setup within Stripe is

554
00:29:43.610 --> 00:29:44.930
so unique in that sense,

555
00:29:44.970 --> 00:29:48.970
and why there are times in which something that may be as simple as some of

556
00:29:48.990 --> 00:29:52.130
these things that you're facing may be very unique and presents learning

557
00:29:52.150 --> 00:29:56.370
opportunities for not just for us at Clio, but also for Stripe as our partner.

558
00:29:56.650 --> 00:30:01.170
<v 0>Yeah. Well, it's definitely been a great learning experience,</v>

559
00:30:01.790 --> 00:30:05.830
supporting so many different platforms and watching the

560
00:30:06.330 --> 00:30:07.110
learnings,

561
00:30:07.110 --> 00:30:12.110
traversing the network of platforms that are on Stripe and being able to

562
00:30:12.190 --> 00:30:16.530
find expertise and connect people. Well,

563
00:30:17.250 --> 00:30:21.570
thanks a lot for the good conversation, but before we wrap,

564
00:30:22.290 --> 00:30:23.910
I think we kind of covered how

565
00:30:26.290 --> 00:30:31.280
we really want onboarding to be a growth thing and not get

566
00:30:31.340 --> 00:30:31.960
in the way.

567
00:30:31.960 --> 00:30:36.580
And so building and the initial setup and doing it the right way

568
00:30:37.500 --> 00:30:40.320
ultimately will have lots of benefits in the long term.

569
00:30:40.660 --> 00:30:43.040
So it's something worth really paying attention to.

570
00:30:44.760 --> 00:30:45.940
Catching problems early,

571
00:30:46.680 --> 00:30:50.180
finding the experts before you need them,

572
00:30:50.640 --> 00:30:53.700
having the right network, and having the playbooks,

573
00:30:54.200 --> 00:30:58.960
and assuming that something will go wrong is an important thing. And

574
00:31:00.580 --> 00:31:03.760
I guess the third one was when expanding internationally,

575
00:31:04.760 --> 00:31:07.420
get your ducks in a row, and figure out who's going to help,

576
00:31:08.780 --> 00:31:12.820
and always be conscious about the local

577
00:31:15.640 --> 00:31:20.480
nuances. And I guess if you don't use LPMs,

578
00:31:20.580 --> 00:31:22.220
you will hamper your growth.

579
00:31:22.280 --> 00:31:24.060
<v 2>You will find out why you need to.</v>

580
00:31:24.480 --> 00:31:28.350
<v 0>Yes. So I hope if you want to go dig deeper,</v>

581
00:31:29.050 --> 00:31:33.750
the TAMs will be hanging out there. If you want to have a conversation,

582
00:31:33.810 --> 00:31:35.270
we'll be out there for a few minutes.

583
00:31:35.510 --> 00:31:40.230
And thanks for coming and listening to us banter here. I hope you enjoyed it.

584
00:31:40.370 --> 00:31:42.230
I certainly enjoyed it, and thanks a lot.

585
00:31:42.430 --> 00:31:43.050
<v 2>Thank you, Tony.</v>

586
00:31:43.050 --> 00:31:43.883
<v 1>Thanks, Tony.</v>

587
00:31:44.290 --> 00:31:45.090
<v 0>Thank you.</v>

588
00:31:45.090 --> 00:31:45.260
<v 3>Thank you.</v>