The conversation opens on a blunt question: can a solo agent or a small team still build something meaningful in payments, or is the market a race to zero? Frank Pagano of VizyPay (https://www.vizypay.com/) doesn’t flinch. He argues it’s still doable, but only if you control the customer journey and make hard, long-term decisions that trade fast cash for durable value. His path into payments began with curiosity and proximity—meeting a neighbor, seeing success up close, and challenging the assumption that a great career must follow a safe W-2 route. That spark evolved into a bootstrapped company that chose transparent service over shortcuts, took real financial pain early, and doubled down on operations to protect merchants and attrition. The thesis is simple yet tough: own the experience, earn trust, and let the reputation compound.

One of the biggest wedges in the story is leasing. When cash was tight, the “easy fix” of equipment leasing promised fast acquisition and upfront money. The team did the homework and walked away. Reviews were brutal, terms were draconian, and the long-term damage to merchant trust felt inevitable. Instead, VizyPay engineered alternatives: placements that require time commitments, subscription-style equipment models that mimic smartphones, and in-house programs that maintain service quality. These options address a real cash challenge for small businesses—POS and terminals aren’t cheap—without trapping merchants in predatory structures. It’s a case study in customer-centric payments strategy, where sustainable residuals beat quick hits, and attrition control becomes a competitive moat.

Another pillar is partner selection. Early on, VizyPay went direct to a processor to keep control of support and risk, even if the deal terms were tougher. Owning customer service meant they could shape the merchant journey, react to issues fast, and align incentives internally. That required building strong operations—service, risk, underwriting—alongside a sales engine. Culture became the leverage point. Hiring for buy-in, asking unconventional questions, and rewarding loyalty created a team willing to sacrifice in the early days. This approach isn’t glamorous; it’s a grind that reduces churn, exposes bad actors faster, and compounds merchant satisfaction into reviews, referrals, and local credibility.

Risk management shows up repeatedly: bad leases, flipping agents, and toxic behaviors that can sabotage a young ISO. The conversation digs into practical defenses—vetting agents, monitoring spikes in MIDs, and refusing to be dazzled by sudden volume. There’s an industry-wide warning too: aggressive splits, upfront contests, and vague promises attract the wrong talent and the wrong merchants. Instead, align economics with the lifecycle of an agent. A year-one rep may need training, tools, and equipment help. A year-ten producer needs strong splits, back-end protection, and minimal friction. Matching terms to career stage isn’t just fair; it’s a retention strategy that keeps portfolios stable and brand equity intact.

The bigger question—should a hustling agent build an ISO today or plug into a large shop—gets a pragmatic answer. You can build, but you’ll trade simplicity for overhead: payroll, leases, risk systems, and the constant pressure to maintain compliance and service. Many high-split agents are better off leveraging a well-run ISO’s rails, protecting their residuals contractually, and focusing on what they do best: selling and servicing local merchants.

**Matters discussed are all opinions and do not constitute legal advice. All events or likeness to real people and events is a coincidence.**

PEP Links:

https://www.globallegallawfirm.com/podcasts/

https://www.buzzsprout.com/2176695

A payments podcast of Global Legal Law Firm