DOJO
a customer-first approach to win the market
up to about 85,000 customers with about £ 16-17bn annual card turnover through our systems – but that ' s working with third parties , that ' s working with other businesses to provide the actual payment systems ,” says Fryer .
Despite the success , the people behind Paymentsense started to notice that they could use the approach to help businesses further . They would , however , need a new product .
“ It was frustrating that we couldn ' t change the product , which was very similar to everyone else ' s , and our key sales tools ; our salesforce were awesome , but we knew we could do even better by our customers . So we looked at ways of taking control of the product , trying to make it better and more customer-focused ,” says Fryer .
“ In the end , we decided we wanted to do it all ourselves . That ' s where Dojo was born .”
The customers ’ way , the Dojo way The company eventually applied to the Financial Conduct Authority ( FCA ) and became a regulated e-money institution . Once direct relationships with Visa , MasterCard , American Express and Diners Club International were put in place , Dojo was ready to process transactions with these card schemes .
“ Then we built the software . But , before we started that process , we went through an exercise of trying to list out all the areas in which our Paymentsense product could be improved , as far as our customer was concerned . We put ourselves in our customers ' shoes and said , ‘ How can we improve the product ?’ So we listed it off on a whiteboard ,” explains Fryer .
“ We started it off at the top by writing down some of the problems , and then we set about solving all of them . It ' s quite
100 June 2022