Jared Isaacman

Like within probably two years, we were profitable.

Totally, I was surprised.

I mean, my expectations were to pay rent and pizza and beer in the city in New York for weekends.

Like that was really where my goals were calibrated at.

So the fact that we grew as much as we did, as fast as we did, I mean, we were the, geez, what was it?

2003, so maybe four years after starting the company, we were the sixth fastest growing company in America.

Are you serious?

We had four years in a row we were in the Inc.

500 list of fastest growing companies in America.

I mean, we were, you know, it's not that, by the way, that we were that good.

It was just everybody else was so bad.

All the big banks in the late 90s and early 2000s, all they cared about was pushing credit cards on people.

They just wanted to get consumers to spend.

And the belief was that businesses, no matter how painful the process is or was, would conform to how consumers wanted to spend.

So they put all their energies, resources, and innovation into pushing credit cards on consumers, and the whole acceptance side was neglected.

So it wasn't hard for us to create a lot of...

operational efficiencies and good process workflow.

And as a result, we were just winning customers over left and right.

It was just so bad the way everybody was doing things.

Everybody was outsourcing everything.