For PayNearMe, the challenge was never just about winning on price. Prospects often compared vendors on transaction fees alone, without accounting for the call center costs, failed payments, manual reconciliation, and compliance exposure buried across their organization. And internally, five different stakeholder groups, from technology to finance to executive leadership, each defined value differently. Bringing those priorities together into one coherent story required more than a spreadsheet.
Before LeveragePoint, PayNearMe’s value conversations depended heavily on individual representatives. A rep who was comfortable building financial models could make a strong case. Others avoided quantification altogether. Analyses were built one opportunity at a time, with inconsistent assumptions and no reliable way to confirm everyone was using the latest benchmarks.
With LeveragePoint, PayNearMe built a model reflecting how its platform actually creates value, covering drivers like self-service adoption, reduced agent-assisted payments, and lower paper processing costs. The result is a repeatable framework that gives every representative a starting point, not a blank page, and lets prospects challenge assumptions and adjust inputs together with the sales team.
As Jill Conrad, Senior Director of Sales at PayNearMe, put it, the tool “gives our representatives a better way to connect PayNearMe’s capabilities to measurable customer outcomes, while giving sales a more consistent foundation for telling our value story.” The shift shows up in real conversations, where discussions that once opened on rate now move toward operations, self-service, and total cost, often advancing the sales cycle in the process.
