Jeremy Lessaris is the founder and CEO of Payment Brokers. Payment Brokers shops and negotiates credit card processing services on behalf of its clients with all bank and processors. What makes the company unique is their ability to help save money without making changes to a customer’s existing hardware and software infrastructure, and they can negotiate with the existing processor so nothing changes except the cost of their service.
Lessaris’s seeks to create and foster an open and collaborative culture that embodies the company’s mission and core values. He oversees the execution and delivery of the value proposition that is promised to the company’s customers. Lessaris has spent 12 years as a corporate executive in marketing, communications and technology for a public manufacturing company, but he has always been a serial entrepreneur, and many of his companies have been successfully acquired over the years.
Lessaris shares his expertise and insights in business. He explains how his company is overcoming its biggest challenge and how the company has grown within a short amount of time.
What has been the biggest challenge you have had in your business?
Payment Brokers’s biggest challenge has been raising awareness of what we do, explaining the differentiation between Payment Brokers from the traditional credit card processing company, and removing us from the negative stigma that looms over that industry. In order to be successful with traditional marketing and advertising methods, we would have to compete against the companies and practices we do not want to be associated with.
What have you implemented to overcome that challenge?
We rely on strategic relationships rather than traditional marketing efforts to give us the time and appropriate contacts necessary to thoroughly communicate our business model and process.
What are the results after you implemented your solution?
Our company has grown significantly over the past two years. Our customers have a better understanding of our business model and process, and our attrition has been reduced to less than one percent.
This article was written by Michelle Guilbeau for Small Business Pulse