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I recently had a conversation with a head of payments and they shared with me,
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"Do you know what my counterparts in sales and marketing think about
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payments?" They don't.
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So often heads of payments are working in a silo and increasing payments
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adoption is impossible if your entire company is not aligned on driving it.
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This is one of the key challenges I focus on driving growth with platforms and
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one of the key reasons that they struggle with adoption.
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Stripe works with over 16,000 platforms and over 800 of them are in the
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partner program where me and my team work closely with them to drive growth.
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Platforms know that payments drive both revenue and retention. However,
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so many platforms struggle to get their customers to actually use it.
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Everything I'm going to share today comes from partnering with hundreds of
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platforms talking about how they drive growth and they think about driving
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payments adoption. Two years ago,
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when a platform came to us, they often had a story around,
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"We're thinking about adding payments. Should we? If so,
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when?" Today, the conversation looks completely different. "Of course,
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we're doing payments. How do we get more of our customers to actually use it?
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And how do we put ourselves in the best position to win?"
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Think about that shift for a second. We've gone from,
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"Should I do payments?" to "Why would I not do payments?" And the reason's
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pretty simple: payments is the foundation.
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It's the most critical part of your customer's business. It's how they get paid.
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You go from being a tool to being indispensable in their journey.
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Platforms that win know that payments is not a side bet: it's the foundation.
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I'm going to share a couple of data points to help illustrate this.
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Platforms that embed payments see a 6% higher retention rate.
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When your customers rely on you to get paid,
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switching becomes a much harder decision.
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The second is revenue per customer.
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Payments customers bring an additional $4,200 of annual
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recurring revenue.
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These numbers speak not only to those focused on payments but also
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CEOs and investors.
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Payments in fintech have become the top two expansion areas for vertical SaaS
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platforms. It is no longer a "nice to have." It's table stakes.
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But here's where it gets really interesting to me.
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Platforms are actually getting better at this. In the last year,
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we have seen a jump from 27% to 40%
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average payment adoption.
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If 40% is average, what should you be aiming for?
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Top platforms see average adoption rates of 80% or higher.
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If 40% is average, and 80% is possible,
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what's standing in the way?
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There's three key patterns I see when working with platforms that stand in the
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way. The first is the "good enough" trap.
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Your customers have an existing payment solution today. It's clunky.
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It's not integrated with your software,
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but it works and they're busy and so they stay put.
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The second: misaligned incentives.
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Every investor index includes payments. However, across product, marketing,
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and sales, it's an afterthought.
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Payments features aren't included in the roadmap.
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It's missing from marketing campaigns.
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And your sales team is compensated on software revenue.
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When your company is not aligned to drive payments adoption,
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it shows up in how you talk about payments, which brings me to my last point:
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weak go-to-market. Your messaging is generic,
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filled with payment jargon they don't understand.
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Payments seems like an add-on rather than bundled into the core software.
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There's no clear reason for them to switch, so they stay.
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The good news is all three of these problems are solvable.
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Most platforms start on a go-to-market approach.
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Pricing and packaging, smarter messaging, all of this is really important.
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The two items that get most look overlooked most often is building
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really strong market fit and being able to be aligned internally.
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They seem really obvious, but so many platforms don't get it right.
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When we think about solving the "good enough" trap,
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the most important thing is to build your payments product around your customer
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needs.
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Find the most uniquely painful workflow and solve it 10 times
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better. Not incrementally better, dramatically better.
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Create the "Why would I not switch?" moment.
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Fullbay is a great example.
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They've built a payments product that is distinctly theirs.
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It is built on the promise of reduced administrative burden and getting paid
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faster.
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This clarity is a huge reason why 90% of their customers have migrated to their
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new payment solution.
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You'll hear from their VP of Payments Phil in a couple of moments.
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Secondly, is get aligned internally. This is often the most overlooked.
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There's no amount of great features that will drive adoption and move the needle
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on payments attached.
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Platforms that are most successful have a strong payments leader with backing
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from the CEO and investors.
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They rally the company around a business case where the core platform is
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improved by payments, driving both revenue and retention.
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They take shared goals across product, marketing, and sales,
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and they tie compensation around payments,
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not just to a dedicated payments team.
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When your software sales team starts getting compensated on payments revenue,
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everything really starts clicking.
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So we've come to the moments where payments have gone from optional to
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essential, and the question is no longer if, but how.
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The best way to learn is from people who have done this before.
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I'm going to bring up my colleague, Jono Keedy,
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who's going to go deeper with three leaders from platforms who have built
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scalable payments businesses.
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Hi, everyone. I'm Jono.
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I lead a team here at Stripe entirely dedicated to helping software
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platforms launch and scale payments.
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I've had the privilege of working with Kati and the partner ecosystem team for
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over six years now to help new platforms embed payments for the first time
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and existing customers to increase payments adoption and truly become best in
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class. After working with hundreds of platforms,
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the most common misconception I hear is, "If I build it,
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they will come." As Kati mentioned,
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launching and scaling payments requires a 360-degree view of the
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entire business. To help us deconstruct this playbook,
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I'm thrilled to welcome three industry leaders to the stage,
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each of whom has successfully figured out how to become the financial operating
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system for the customers they serve.
Please join me and welcome Phil from
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Fullbay, Catherine from GlossGenius, and Ben from Nextech.
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So Ben, let's start with you.
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You've been on the forefront of vertical SaaS at two vastly
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different companies: Clio,
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a platform that helps streamline the operations for law firms,
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and now Nextech, a platform that helps simplify the delivery of patient care.
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What did you learn about the different customer needs at each platform,
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and how did that play into your product strategy to drive payments adoption?
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Yeah, certainly. So it's been a learning experience, to say the least.
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I think the starting point is always really trying to understand your
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customers. Now, obviously that seems incredibly basic and simple,
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but what I talk about here is really trying to define an archetype for your
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customers within your particular industry,
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and even within industries or verticals,
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you're going to find a lot of variability within that respective domain.
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So when we're at Clio,
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the archetype that we ultimately had was a small to mid-size legal practice.
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And so what did we discover is the primary challenge point that we're looking to
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solve for to really open up this opportunity with respect to payments and
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financial services, it was IOLTA trust compliance.
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The way in which a lawyer gets paid is they receive a retainer at the front,
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and ultimately that money goes into a trust account for all intents and
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purposes,
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but those funds aren't the lawyers yet.
And if a lawyer was to misuse those
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funds, for instance, they can start to get into really troublesome areas very,
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very quickly, including but not limited to disbarment.
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So when we started to build Clio Payments,
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really the starting focus point was on trust and compliance.
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And if we could deliver an amazing practice management experience that focused
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and solved for that challenge, realistically,
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the payments workflow was then a no-brainer.
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We got an opportunity to unlock that payments conversation. Conversely,
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at Nextech, which again is practice management for healthcare,
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we have two very different archetypes of practices within that domain:
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we have both medical healthcare practices-think of that as ophthalmology or
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dermatology or orthopedics-and in this instance,
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you've got the patient, the provider, but also insurance companies.
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And so when you're in or working with a medical healthcare company,
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the time that it might take them to get paid could be up to 90 days.
So,
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cashflow and the collections rate are top of mind for them.
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And so we build Nextech Payments with those elements top of mind. Conversely,
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we work in plastics and also in med spa, which GlossGenius does as well.
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These are cash-pay businesses-they're getting paid upfront or taking prepayments
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ahead of an appointment.
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And so we had to engineer all of these different workflows to truly unlock the
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value for those practices in order to win the right to be their financial
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partner.
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And Phil,
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you've had a little bit different of a background in vertical SaaS of going
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really deep in one industry, the automotive industry.
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Coming from Tekmetric and now at Fullbay,
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what did you learn about the repair shop owner and how did that play into your
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product strategy and what you've built at Fullbay?
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Yeah, great question.
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As we sort of think about where shop owners come from,
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whether it's in the automotive space or now at Fullbay with heavy duty,
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they're usually start as a technician.
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And so when we think about how to communicate to them and how to bring them
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across the line to get them engaged in payments,
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it's a really different conversation. It often starts with a lot of education.
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In both places,
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we really focused on having real payment professionals on our team,
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people with deep knowledge of the payments industry,
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folks with background in that,
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that can really take that repair shop owner sort of through the journey of
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the value of payments. And so as we've built out,
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as I've built out teams in both places,
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that was a real focus of ours to be able to do that.
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And also just sort of having some of that experience,
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bringing people with experience on really allows you to go more
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quickly. And so those are some of the things we focused on.
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And so starting, I mean with Fullbay,
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starting with like a technician that then kind of builds themselves up to a
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repair shop owner,
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GlossGenius set out to empower that med spa owner or
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the salon to bring their creativity to life.
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But one of the traps that Kati had mentioned was the "good enough" trap.
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And I think that you guys kind of ran into that early on where there is this
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payments experience that works, but it is time-consuming and a little clunky.
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How did you go about finding out the workflows that you wanted to fix and
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truly add value to that led to the payments adoption that GlossGenius has today?
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Yeah, I think there were three avenues that we looked at:
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the first one is the most important,
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which is listening to and talking to your customers.
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So really understanding where they're at, what are their needs,
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what are their friction points, and meeting them there.
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So solving tangible problems for them and understanding where they're at with
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their business. So for us, we have a lot of really small business owners.
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A lot of them are solopreneurs. They're price-sensitive, they're cost-sensitive,
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they're very sensitive to their pay.
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They need those things immediately accessible to them.
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And so we decided that we were going to create a payments experience that really
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facilitated those things for them. They're also growing their businesses.
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So how do we create a payments product that's helping them do that?
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So it's not just this transactional capability for them,
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but it's helping them to fill their calendars,
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it's helping them to acquire new clients, all of those sorts of things.
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So really understanding where are they at? How can we meet them there?
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How can we build something that's tailored for them?
The second is: data.
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We collect a lot of data.
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I would say payments is probably one of the most important and critical pieces
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of data that we're able to acquire.
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And we can use that not just for our payments product,
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but across the entire business and industry, and we're doing that right now.
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But for us,
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there's certain things that your customers are going to tell you that are like
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product gaps, things like that,
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but the data can tell you a different story as well, right?
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What are the friction points in checkout? Where are we not converting them?
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Where are they running into errors? Is hardware working well enough for them?
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Are we onboarding them effectively?
And then the third avenue that we focus on
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is like, where are we trying to go as a company? Where are we trying to grow?
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So we have a core base today.
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We're trying to meet them and serve them in the best way that we can.
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We also have our sights set on going deeper and expanding.
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We're trying to move up market, we're trying to move horizontally.
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And so when we look at that,
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I think it's really important to also look at the competitive landscape and talk
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to those customers that might fall outside of your base.
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So what are some of the capabilities we don't have today that are going to be
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blockers for us to be able to acquire larger teams,
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for us to be able to move into like spas, med spas, pet salons,
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things like that that we don't currently have that we need to facilitate in
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order to be able to provide a working payments product for them.
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And you kind of touched on this, that you guys are looking to go horizontal,
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up and down, to different company sizes,
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specifically working with SMBs and enterprises as you guys are trying to go up
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the company side.
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How does that play into the product priorities of what you guys choose to focus
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on, what you choose to build, what you choose to ship?
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Yes, it is constant balance.
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There are things that we can build that are going to service our very large base
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that we have today. And so those are important to us because one,
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it's catering to our core customer;
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we realize amazing growth and rewards from that immediately. But then,
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at the same time, from like a company priority perspective,
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as we're trying to move up market and horizontally,
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there are blockers and like we're making investments to build out a sales team,
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and we're doubling down on that,
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but they can't sell if they don't have a product that's actually feasible for
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their target customer to use. So it's really a juggling act,
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and we try to balance those things,
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and it's working across the entire organization to understand like,
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are we blocking? Are there other things that are going,
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that are also blocking that we need to sequence against?
And then kind of like
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piecing those things together.
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But we've been able to do a lot of things and kind of find ways to...
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I'll give a couple of examples,
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but BNPL was something that we launched last year and we really did that because
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it was like critical for med spas and spas. They really wanted that.
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It was a blocker for them coming on the platform.
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But what we found is like salons might not be your most obvious use case for
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BNPL, but there are a lot of use cases.
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And if we educate our customers on that and make them aware of how they can
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incorporate this into their product portfolio,
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and offer it to their clients and do some marketing around that,
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they can see their AOVs triple.
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And so finding those sorts of synergies behind product things that we're trying
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to do to move in new directions, but that also work for our existing base,
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I think has been really successful.
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Turning the hairstylist into a salesperson for GlossGenius. I love it.
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I think one of the through lines I heard just from all of you guys' responses is
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that approaching payments to not just be a feature,
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but actually solving real world problems is like one of the key ingredients to
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really driving that adoption. Secondly, earlier,
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Kati had mentioned that the importance of making payments a company-wide
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priority. I'd be curious, just kind of open question to the group here,
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how did you drive that alignment with the executive team and the people that
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were kind of driving the strategy forward, and what incentives did you use?
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I can go first.
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I can go first.
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Oh.
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No, after you, Phil, please.
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Okay. Yeah. I'm fortunate to...
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I sit on our executive team and I think whether
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or not that is something as a platform CEO or
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a founder that you may or may not be open to,
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I think sort of at minimum,
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if you have a small executive-level team,
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maybe the payments person doesn't sit on that,
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but certainly your broader leadership executive team. And I think that's really,
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really vital that that person is involved in board calls.
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There's a level of expectation across the organization that
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payments is important. And so for us,
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that to me, it sort of starts there. After that,
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we just make sure that we are communicating to all of our teams.
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I think Kati talked earlier about using incentives for that and
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compensation. And so we SPIFF our folks,
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even though we have a specialized payments team,
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and I do think that's really important.
Our AEs, our software AEs,
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are incentivized to bring up payments and to talk about payments in their demos.
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Our onboarders are incentivized to do that.
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Our CSMs on the software side are incentivized to do that.
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So there's really nowhere that a customer doesn't,
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that there is some sort of customer interaction that whoever that person on our
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team is interacting with them,
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that they're not incentivized some way to make sure that we're really
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encouraging payments and getting people to adopt it.
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Yeah, we're in a similar boat. So again, our very fortunate coming into Nextech,
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where our financial sponsor actually had payments as a part of the core thesis.
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So,
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it's been very easy to do my job in so far as the ELT is aligned that this is a
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priority.
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But I think what Phil just touched on is incredibly important to double-click
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into,
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which is it's our responsibility to then translate that throughout the entire
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organization.
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And the way in which that shows up for a salesperson versus an implementation
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person versus a CSM or support person,
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I think actually is fundamentally different and that's where the rubber meets
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the road. So what we've done at Nextech, for instance,
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is every single salesperson actually has a payments quota as a part of their
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compensation structure.
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Our CSMs are engaged in an expansion motion where we're looking to get
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additional utilization of new payment methods that we've just launched,
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and we're using a SPIFF structure there,
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but essentially there's the age-old adage of, "Show me an incentive,
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I'll show you an outcome."
I think that is incredibly true for your ancillary
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products or not core SaaS products and payments can be an incredible beneficiary
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of that.
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But I think that what is fundamentally different with a payments business today
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is that oftentimes like the hiring profile for an individual in those respective
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teams might be from industry or they might be software people.
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What I've found consistent across all my experiences is that payments oftentimes
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is a bit of a different language and you really have to bring the organization
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along for that journey and educate them on what is payments,
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why is it valuable, and how does it show up for that respective person,
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whether it's helping them sell more software,
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helping them retain more customers during a client escalation,
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or just actually helping that practice be more successful utilizing your entire
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product suite.
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The only thing I would add to that,
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because we do very similar things at GlossGenius,
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is I think starting with the why is really important,
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and it helps to get buy-in across the board, right?
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So bringing that to the executive team and getting alignment that, hey,
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if we double down in payments, like one, this is already one of the biggest...
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At GlossGenius, it's the biggest revenue driver for the company,
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so it should be a priority. And two, if we do X, Y, and Z,
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here's how much more we can grow.
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Here's how that translates into tangible goals,
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not just like GPV things that I'm responsible for,
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but ARR for the entire company. And so when you have that buy-in,
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and people see those numbers, and they understand,
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while there's so much goodness to happen here, it gets really...
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I have found it gets a lot easier for cross-functional teams and the entire
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organization to move in that direction.
And so, beyond just sales, right?
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For us, we have a lot of self-serve activations and things like that.
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We need buy-in from our growth team.
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We're launching a huge AI strategy right now.
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We want payments to be a part of that AI strategy and all the great products
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that we build for payments to be incorporated in that.
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And when I think all of the cross-functional teams recognize, realize,
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and are goaled on payments beyond just getting new users in and attached to
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payments,
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it becomes a lot easier for us to be able to get the momentum and actually move
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forward with those things.
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I love it. The Phil model of:
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get the promotion to have a seat at the table with the executive team,
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and making sure that the sellers are well compensated for driving the payments
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adoption,
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the revenue that is coming from payments to really shift that mix from being
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traditional SaaS revenue into growing the payments revenue, which is awesome.
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Just to double-click into that, because, again,
377
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I agree with everything Cat said.
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It's I think very easy to talk about payments revenue in isolation.
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What I think is a real opportunity for a lot of payments leaders,
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as well is to talk about, again,
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that second order effect on other types of revenue within your business.
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If you can increase your retention rate, increase your net dollar,
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your net dollar retention, et cetera,
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that's where you start to see these compounding effects.
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And oftentimes that's a little bit more difficult to measure.
386
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It's both quantitative and qualitative, but again,
387
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payments is this amazing foundation for platforms that helps them in so many
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different ways where if you can execute on that, again,
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it becomes very valuable for your business.
390
00:23:07.450 --> 00:23:08.270
We talk a lot about...
391
00:23:08.270 --> 00:23:10.830
Stripe does a lot and we have a lot of products and with platforms in
392
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particular,
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we talk a lot about increasing the LTV of the customers that you guys serve.
394
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And so while, yes, that it's increasing the payments revenue, while yes,
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issuing drives revenue and value there,
396
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but there is this second order effect that it is increasing the stickiness that
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you guys have or the customers have,
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to your platform to ensure that they're not churning and elongates the SaaS
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revenue and the payments revenue that they're earning for your guys' business.
400
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It's great. Cat, you briefly mentioned this,
401
00:23:38.270 --> 00:23:39.550
but I'd love to open this up for the group.
402
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Vertical SaaS is kind of being heavily impacted by AI.
403
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We've heard a lot about it this week,
404
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and I'd be curious how each of you see AI being incorporated into your
405
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business to make sure that the software that you provide is becoming
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indispensable for the customers you serve and how you found that you're
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differentiating from other competitors in the market.
408
00:24:02.530 --> 00:24:05.880
Yeah. So I mentioned this, but at GlossGenius, for 2026,
409
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AI is like number one and two priority for us across the entire company,
410
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and we're tackling it both internally and externally.
411
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And so I'll touch on that just really quickly. I would say externally,
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that's probably the sexiest thing, which is like,
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how can we integrate AI into our native product and bring AI
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capabilities that these businesses otherwise wouldn't have access to?
415
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They wouldn't probably go out on their own and get a Claude subscription and
416
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build an AI receptionist or an AI growth analyst. Well, we can do that for them.
417
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And so we're really doubling down on that,
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and we see an immense amount of opportunity there.
419
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While we're not building an "AI payments" capability right now,
420
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maybe that's to come. Payments data, I mentioned this before,
421
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is so cornerstone to everything that we're doing for our AI strategy
422
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at GlossGenius.
So,
423
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it's powering a lot of the recommendations that we're trying to give to
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businesses in terms of how do they grow.
425
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It's going to be servicing our front desk.
426
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It's helping with how are we doing booking and rebooking.
427
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And when we look at marketing,
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how are we going to be able to help our businesses upsell into different
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products and different payment methods like BNPL, that grows their AOV?
430
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So the payments data is just absolutely fundamental to our AI strategy,
431
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and we've been leaning in really heavily there. Then, on the other side,
432
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how are we doing it internally? There's so many use cases.
433
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I'm sure all of you are learning this as you're going on this journey yourselves
434
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and your own companies. It's accelerating what we can do.
435
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It's been just crazy to see how quickly and how much more we can parallelize,
436
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how much faster things are going in terms of development,
437
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particularly on the product side, on the marketing side.
438
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And then we've been able to try some really cool things.
This is an example I
439
00:25:49.810 --> 00:25:54.010
love to say, but our businesses, they're not smart on pricing.
440
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They set up their shop.
441
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They might look at five businesses that are in the near vicinity and say like,
442
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"Okay, a haircut costs $65," right? Well,
443
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we have hundreds of thousands of businesses. We have all of that pricing data.
444
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I sat down one night and was like, "Hey,
445
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what if we created a pricing engine for our businesses where they could type in
446
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their zip code?" We match cost of living data to that.
447
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We basically create these hierarchies,
448
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and we can give them recommendations like, "Here's the min, here's the median,
449
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here's the average, here's the max. Where do you fall within here?
450
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Here's what we recommend based on your business." And that's super powerful for
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our businesses. That's like intelligence they would never have.
452
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They wouldn't be able to collect on their own. So, really cool use cases,
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very excited about it.
454
00:26:33.830 --> 00:26:34.970
It's amazing. Ben, Phil?
455
00:26:36.130 --> 00:26:39.190
Yeah, for us, I'll be real specific with a couple things.
456
00:26:39.450 --> 00:26:41.430
I don't know about you all,
457
00:26:41.490 --> 00:26:44.170
but we certainly have some problems to fix in our company.
458
00:26:45.130 --> 00:26:47.190
You guys probably have it all lined up,
459
00:26:47.270 --> 00:26:50.830
but we definitely got some things to figure out. And one of those is
460
00:26:52.350 --> 00:26:56.230
we're going through a Salesforce migration and we've sort of got data in a lot
461
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of different places.
462
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And so I've been able to utilize and bring those pieces of data together and
463
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utilize Claude to help build a real payments dashboard.
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One of the things that I'm specifically focusing on is velocity.
465
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Because of the nature of our business-heavy duty repair-it's low transaction
466
00:27:15.670 --> 00:27:17.730
volume, high value,
467
00:27:18.550 --> 00:27:21.870
which means we can have pretty healthy customers that may only do a handful of
468
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transactions a month. And so for us,
469
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it's really hard to sort of identify a healthy customer because of that.
And so
470
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we're using Claude, bringing all of that data together.
471
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We've got it connected directly into Stripe so that we can get real-time
472
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data, which we don't have in our Salesforce instance. We're going to get there,
473
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but today we don't and I don't want to wait. And so,
474
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those are some of the things that we're doing sort of practically for us.
475
00:27:49.970 --> 00:27:53.450
We're also using our scorecards.
476
00:27:54.050 --> 00:27:56.210
So this is all sort of internal stuff,
477
00:27:56.270 --> 00:27:59.510
but our ZRA scorecards and not just for our payments team,
478
00:28:00.150 --> 00:28:02.010
but for our teams across the board.
479
00:28:02.090 --> 00:28:05.190
So things that we sort of want them to be saying,
480
00:28:05.230 --> 00:28:06.810
or things we don't want them to be saying,
481
00:28:06.850 --> 00:28:10.290
so that we can make sure that we're doing effective coaching specifically around
482
00:28:10.310 --> 00:28:11.190
the payments conversation.
483
00:28:12.090 --> 00:28:16.630
I'm sure everyone's Salesforce data is perfectly clean for the audience. So Ben,
484
00:28:16.710 --> 00:28:17.543
round us out.
485
00:28:17.730 --> 00:28:21.970
Yeah, certainly. So, we have,
486
00:28:22.270 --> 00:28:26.510
pretty much every single person at Nextech has some percentage of their day or
487
00:28:26.550 --> 00:28:29.830
capacity carved out to focus on AI applications. So,
488
00:28:29.930 --> 00:28:31.150
to give a couple examples of that,
489
00:28:31.290 --> 00:28:35.250
we absolutely have new products that we'll be bringing to market or have brought
490
00:28:35.270 --> 00:28:37.890
to market to improve the practice of medicine.
491
00:28:38.530 --> 00:28:42.790
An example of that would be we have a AI scribe product that can take a clinical
492
00:28:42.810 --> 00:28:45.310
encounter and then do direct chart and injection.
493
00:28:45.750 --> 00:28:48.890
It gives time back to the provider, to the scribes, et cetera,
494
00:28:48.990 --> 00:28:51.590
and it's just like a really amazing product,
495
00:28:51.610 --> 00:28:53.030
and it's only going to get better over time.
496
00:28:54.210 --> 00:28:58.650
What I am getting-and maybe this is less of a keynote appropriate sort of
497
00:28:58.710 --> 00:29:02.790
topic-but the thing that I'm most excited about now is what I'd refer to as
498
00:29:02.970 --> 00:29:05.850
invisible AI. And this is the unsexy stuff,
499
00:29:05.930 --> 00:29:08.930
back office that actually can drive a tremendous amount of value to our
500
00:29:08.950 --> 00:29:12.330
practices.
So I think the pricing example is a really interesting one.
501
00:29:12.950 --> 00:29:15.730
You can help a practice actually optimize what they should be charging for a
502
00:29:15.750 --> 00:29:16.910
particular product and service,
503
00:29:16.990 --> 00:29:19.130
and that can be highly revenue accretive to them.
504
00:29:19.770 --> 00:29:22.750
But I think there are so many other applications within the payments landscape
505
00:29:22.770 --> 00:29:24.610
where that shows up. So another example would be,
506
00:29:25.590 --> 00:29:30.170
can we use AI intelligence to do additional sort of data crunching to
507
00:29:30.230 --> 00:29:33.890
understand what is the best time to send a text message in order to get,
508
00:29:34.090 --> 00:29:37.170
to improve your collection rate on an outstanding patient financial
509
00:29:37.210 --> 00:29:38.043
responsibility?
510
00:29:39.050 --> 00:29:42.650
What are the areas of opportunity during a clinical consultation that you could
511
00:29:42.670 --> 00:29:46.930
present patient financing to help increase the probability that a patient moves
512
00:29:46.950 --> 00:29:49.130
forward with what that service is?
513
00:29:50.190 --> 00:29:53.530
We have a tremendous amount of data in these practice management and payments
514
00:29:53.570 --> 00:29:54.403
applications,
515
00:29:56.030 --> 00:30:00.370
but what AI is now unlocking is for the ability for any person in the
516
00:30:00.450 --> 00:30:03.870
organization to bring their own creativity and ideas to this data,
517
00:30:04.350 --> 00:30:07.470
and then ultimately look to unlock that as a new point of value for our
518
00:30:07.490 --> 00:30:08.250
practices.
519
00:30:08.250 --> 00:30:11.730
I love hearing the differences in applications in AI,
520
00:30:11.910 --> 00:30:15.430
but it kind of centers around just solving real customer problems.
521
00:30:15.490 --> 00:30:18.270
I think that's one thing that I take away from today that we started with is
522
00:30:18.730 --> 00:30:22.280
find out the pain points of your customers and actually add value and solve
523
00:30:22.320 --> 00:30:26.960
those workflows. Two: ensuring that payments is a company-wide priority.
524
00:30:27.840 --> 00:30:28.260
And three:
525
00:30:28.260 --> 00:30:32.360
just be on the forefront of AI and trying new things to fix those problems.
526
00:30:32.420 --> 00:30:34.420
So Phil, Catherine, Ben,
527
00:30:34.660 --> 00:30:37.200
thank you so much for joining us today and sharing your wisdom.
528
00:30:37.260 --> 00:30:38.060
We really appreciate it.