胖

今天它是硅谷拉洛尔的一部分。史蒂夫·沃兹尼亚克，后来将成为苹果计算机联合创始人的生活，前往他的雇主Hewlett Packard与二十世纪最革命性的发明之一，个人电脑。他在公司的监事没有考虑该产品有任何市场潜力。事实上，他们拒绝了他的音高五次。

S.urprisingly, this isn’t an isolated experience among successful entrepreneurs. They try to bring an innovative idea to the company they are working with, only to be met with disinterest or dismissiveness. Yet, for these intrepid individuals, that is often the catalyst for a profitable business endeavor. That is certainly the case with Suneera Madhani, the founder of Fattmerchant, who is revolutionizing the way the credit card processing industry has worked, up till now.

这是我第一次觉得我有根;这就是为什么我热衷于奥兰多，关于成长社区。这是我真正被称为家的地方，觉得我所属的第一名。

Madhani had been working for a merchant services company, basically the middleman in most credit card transactions, who are often accused of adding hidden fees, and arbitrarily raising their rates or holding their client’s hostage to contracts that can cost them substantial fines if they try to escape. She told Fast Company, after two years when she began noticing a high volume of complaints. “I wrote down every time a customer had a complaint,” she said. “It was always about transparency and simplicity, and even just consistency in what they were being charged.” This would become the Fattmerchant opportunity.

Life Lessons

最初Madhani并没有渴望创业生活。事实上，她感觉有点瞬态成长，在12年内参加了10所不同的学校。她父亲被描述为“串行企业家”，这让家人搬到了奥兰多。“这是我第一次觉得我有根;这就是为什么我热衷于奥兰多，关于成长社区。这是我真正被称为家的第一名，觉得我所属的觉得。“

However, the benefits of those formative experiences aren’t lost on her. “I learned to be charming,” she said. Madhani and her brother Sal, who is the co-founder of Fattmerchant, developed a knack for making friends and being comfortable in changing environments, “We learned to tackle the new school together,” she said. They are skills that have come in handy, as she raised money and developed her pitch with investors. Let’s face it, anyone who did cold calling at 15 while working at one of their father’s call centers would have a unique set of talents and experiences.

奖学金将她带到佛罗里达大学，在商业金融和未成年人领导地位。她甚至在罗马一学期读出国外。“我每年夏天都做了实习，但其中大部分都是销售和营销，而不是财务或会计。然后当我毕业时，虽然我有一个伟大的学术和经验简历，但市场崩溃了，没有机会金融，“她回忆道。

Corporate Blues

这是烟草巨型菲利普莫里斯提供了一个职位，“我把自己的灵魂卖给了魔鬼，”她说笑，“但是我真的学到了很多东西，我真的很喜欢，”Madhani正在走向末切。“我不认为我想成为一名企业家，而是通过企业界的行列来崛起。但我发现有一些事情让我困扰着一名主要公司。我基本上是笔记本电脑背面的序列号。另外，我讨厌我卖的东西，所以没有一致或激情。无论我做多少钱，我都知道我不是我所属的地方。“

S.he left when an opportunity presented itself with a merchant services company, which she thought might be a great fit for her skill sets. “Six months in I hated it,” she confessed. “I asked myself, ‘Is there something wrong with me?’ or ‘Is there something wrong with this industry?’ and I realized it was the industry.” Madhani recognized the financial institutions were basically taking advantage of the small business owners. “We would promise things, but we didn’t deliver and the small business owner has no options,” she explained.

Then came the Wozniak moment. Madhani went to her bosses at the merchant services company and proposed an innovative new approach. Charge a flat subscription rate for processing cards and eliminate the labyrinth of fees. Madhani’s proposal was greeted with a similar lack of enthusiasm that innovators throughout history have faced, basically they responded, “Who is this 25-year-old upstart?”

The Why?

大型零售商或餐馆链可以谈判这些价格，但小企业没有那种杠杆。根据Madhani的说法，“这就是行业的工作方式，所以它刚刚被接受，少数公司完全控制市场。”

直接成本由卡品牌发布，但加工公司或商业服务费用在此之后的费用，通常是百分比以及一系列其他费用：网关费用，辅助费用，合规费和清单。最终，它可以是5％到6％，而且业务流程越多，他们就越多。今天，在Fattmerchant的网站上实际上是一个柜台，不断制定他们的客户节省了多少。

“我的一代人喜欢透明度，我们说，而不是收取所有这些可变成本，为什么我们不得每月收取一次会员费？”她问了事实上。这是她的兄弟Sal Rehfleullah，他在旧金山在旧金山在运营效率下工作，确认她的想法有价值 - “这在天才” - 并且他们应该开始自己的公司。“我们不仅想要简化该过程，而且还要为这些业主提供能够帮助他们发展业务的技术。”添加重点，“不，我的意思是没有商人说，”我喜欢我的商家服务提供商“，因为用户体验是如此否定。一旦客户登上，他们就被锁在一起，通常会沮丧。“

发射，市场投入

迅速是描述他们在2014年推出的公司的增长和发展的操作词汇。Madhani辞去了她的工作和Rehmetulah计划在六个月内跟随她。“FattmerChant”的名称旨在令人难忘，并且是快速，经济，交易，技术的首字母缩写。

他们专注于四个垂直的商业模式：零售，餐馆，医疗保健和专业服务，后者是他们的增长最快的部门。他们发现他们可以在商家服务上拯救客户40％，并为专业服务部门建立了独特的平台。

“我们与我们的客户的现有工具系统的工作原理and technologies or we can provide hardware and software, if you need to take Apple Pay or new chip cards, mobile payment processing, ecommerce or shopping carts. We are businesses’ one stop shop, for the company doing between $10,000 to $250,000 in transactions a month. We’re like Costco; you pay one price and you get everything we offer at wholesale prices. In the first year, we did $5 million in transactions, the second year $110 million or 2,000 percent and this year we should do $700 million and will continue to grow,” she said, as one could feel her enthusiasm growing like an evangelist in a tent meeting.