Most industries face the same underlying payments challenge—the difference is having an issuer that understands your sector and solves it in your language.
B2B
I sit in a lot of first meetings. Different sectors, different products, different jargon. And nearly every one starts the same way: our payments problem is unique; you wouldn't believe the complexity.
Let me behonest with you.
"Over three quarters of the time it is the same problem just wearing a different badge."
You are paying thousands of sellers you never directly contracted with, on time, in their currency, without becoming a bank. That is the whole job. Your sellers do not care about your platform economics or your take-up rates. They care that the money lands on time and in full when committed. Every marketplace conversation eventually arrives at that sentence, and the best platforms deliver this the fastest.
The payer, the booker and the supplier are almost never the same individual. A booking is a promise to pay a hotel you may never have spoken to, through two intermediaries, in a currency picked by none of you. Virtual cards handle that beautifully, until the settlement chain gets tested, which tends to be the same week something goes wrong with an airline. Depth and certainty in the settlement chain is what you are actually buying. Issuance speed is table stakes.
Claims come at the hardest possible moment to predict, and the person who then has to wait for the money is having one of the worst weeks, months or quarters of their year. Pay them a week after the event with lots of verification and paperwork and you have kept a promise slowly. Pay them in their time of need, onto a virtual card pushed into Apple or Google Pay which they can use immediately, and you have actually delivered the thing they bought. That is not a payments upgrade. That is the product.
Now notice something: underneath the jargon, it is about paying somebody they never contracted with, at a moment they did not choose, in a currency somebody else picked, immediately and with certainty.
"Same problem, three different accents."
Transit is a genuine exception. Tiny amounts, enormous volume, and the tap has to work before the balance check has had time to happen. It is the one vertical where the engineering problem really is different, which is why it deserves its own conversation rather than a slide borrowed from somebody else's deck.
If your issuer's pitch is the same deck for all four of these, they have not understood any of them. And if their answer to every hard question is that the platform handles it, ask them precisely how. Because "the platform handles that" is where your programme will go to die.
What each vertical actually needs from an issuer is one that understands the specific needs of the vertical, has the knowledge of your sector and can speak your business language. That is what Monavate has built our business around. We then translate that into payment language and sort it. If you sit in one of these verticals and want the straight version for your sector, with how payments really fit in, come and talk to us.
"We speak about and solve your payment problems in your own language. Life's too short for jargon."
Craig Ramsay, CCO