I lost a deal I should have won, and the reason was a number on a risk memo.

A few years ago, I was working on a strategic deal at a global payments company. The merchant was a household-name travel brand: cruises, huge volume, exactly the logo everyone in the building wanted.

Then risk and underwriting told me the price of saying yes: $400 million in cash collateral. Not our money, theirs. Four hundred million dollars of their working capital, sitting frozen, just for the ability to process with us. They would have to hoard it, borrow it, or find a way to raise it. They passed. I would have passed too.

That is the part that stayed with me. Nobody was wrong. Risk was doing its job. The merchant was doing its job. The structure simply left us nothing to negotiate with, so a good deal died in a meeting.

And it keeps happening. A multi-trillion dollar industry still runs merchant credit risk on one blunt approach: the merchant's own cash or the payment processor's balance sheet exposure. So growth gets rationed. Payment processors cap volume they could have processed, turn away merchants they wanted, or allocate capital that could be redeployed differently.

We built Konfyd Capital because that trade-off should not exist. Someone has to carry the risk other than the merchant or the payment processor. Now someone else does.

Let's help you grow.