We've been hard at work on improving the Checkout experience.

Try it out at checkout.stripe.dev ; it will create a mockup for your use case (e.g. typical SaaS plan) and let you see what the UX looks like a typical user in several countries.
Checkout (and for SaaS companies our customer portal: stripe.com/docs/billing/s… ) tries to move as much of the silly cruft of getting the business running to us, so that you can focus on talking to users, building product, and delighting people.
Back during my consulting career I fought like heck to get companies on a cycle of testing and refreshing their checkout flow quarterly. Almost nobody managed to do this. When we looked at git logs, most people hadn't touched it in years.
I get it, believe me: there's always something more pressing to do in the business, and it is usually more fun than *blows horn* form field data entry optimization woooo.

(There are also formidable institutional issues with assigning engineers to care about that sort of thing.)
Because Stripe has millions of businesses using us and because your success in aggregate is our success, we can justify putting teams of very talented people on the optimization of Checkout every day of the week.
This covers table stakes things which oddly aren't table stakes. Why are checkout flows so #%()#%) bad?! Why would *anyone* force you to declare your credit card type when it is inferable from the freaking number? Why isn't the number typo checked in real time?

We did all that.
But we can go layers beyond that. Things that most companies will say "Uh, edge case, WONTFIX" due to engineering effort required are things we will see thousands of time per day.
Do you sell SaaS internationally? Got any users in Japan? Cool. A surprising portion of them will have *any* checkout break the first time they use it because their IME is set to zenkaku and so their credit card number will look like 4242424242424242.
If your team hasn't special cased that, and if you do not have an engineer living in Japan I will bet at 1000:1 odds that you have not (go try it if you don't believe me), you'll give the same error you would give if I typed "MY CREDIT CARD" into that box.
We just do the right thing automatically.

Got users in Europe, who are now covered by the Strong Customer Authentication standard, and whose banks may decline transactions if you don't have a special code path covering that interaction? Checkout already has it done.
And the cool thing is, as the world gets more complicated over the next 5 years, the payments-related complexity lands on us rather than you.

When SCA launched *a lot* of businesses suddenly had priority:critical engineering tickets filed to do complicated low-value work.
For a variety of the unknowable things the future holds, you'll never even see that ticket. Some team at Stripe will have implemented it long before anyone at your company discovers that it is a new regulatory requirement (or new wallet making waves in Southeast Asia, etc).
More details (and, of course, a live demo) here: stripe.com/payments/check…

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More from @patio11

8 Sep
I think people in the tech community tend to undervalue large portions of the marketing skillset, and e.g. building a narrative for a decisionmaker persona then solving backwards to the artifacts that would create it is useful.

But in many phases of the business, this works:
A good portion of some advice in the community, like "write for yourself", is a shortcut on having to do the whole decisionmaker thing, because you're overwhelmingly likely to yourself have problems that at least some other people do and to speak in a way some of them will like.
A semi-considered guiding light I had when writing for many years is "Just write about things you would have found surprising 5~10 years ago in a way that you of 5~10 years ago would have found maximally compelling."
Read 5 tweets
5 Sep
I have nuanced thoughts on this, but broadly, I think it is healthier to approach work with the mindset that the reason you’re there is it provides you things you couldn’t do yourself and that you always have a BATNA of doing it yourself.
One nuanced thought which exercising the BATNA will demonstrate in a level of detail we socially attempt to protect people from: some people are adequately valued or overvalued by the formal labor market, insofar as they would not be higher producing outside current firm/role.
Two interesting consequences of increasingly liquid labor markets:

“Work at someone else’s business or run your own business” are not lifelong commitments or even very restrictive career paths these days. I have many colleagues who did a business before; many likely will after.
Read 5 tweets
5 Sep
I should really write about banking some time, as I have weird hobbies which are not as well-known among tech people.

Here's a weird hobby bit of information: why the US doesn't have "basic bank accounts" like many countries, which are fee-free accounts meant to increase access.
The answer is complicated, but this is a multi-constituency game:

1) The check payment method inevitably exposes banks to credit risk and this makes free a tough anchor *but it is doable* and banks do do it in certain markets where it is de rigeur.

2) Community banks.
Community banks are your friendly beloved local financial institution which treats you like a human rather than a database entry. They're *much* smaller than banks whose names everyone knows.

The continued existence of community banks is a policy goal of the United States.
Read 16 tweets
5 Sep
An interesting example of technology making things better in underserved markets: check cashing via cell phone. Ingo Money appears to be one of the leaders in it.

("Check cashing" in this usage is slightly different than depositing a check, and is mostly used by unbanked people)
You've probably seen retail check cashing outlets if you've been in a large US city for a while. They're alternative finance providers (= alternative to banks) and generally have a number of products, but check cashing (for payroll and benefits checks) is a big one and "feeder."
The fundamental offering is "Instead of depositing that check into your bank account and getting 100% of it N days later, you sign that check over to us, we deposit it and get 100% of it N days later *if the check is good*, you get cash *now*, and you pay a fee."
Read 23 tweets
3 Sep
I’d tell most bootstrappers to produce an infoproduct (book, course, newsletter, etc) in domain X prior to a SaaS in domain X.

Much quicker time to money. Gets your name out there and starts attracting happy customers. Teaches you business mechanics while paying you.
And the big one:

Most B2B SaaS companies are going to write a book or otherwise become a publisher, out of operational necessity for marketing and support. So you might as well get good at that.
They might not have a literal book book but they’ll have the moral equivalent of a book scattered over a lot of blog posts, white papers, support docs, etc.
Read 4 tweets
26 Aug
(Somebody should do a rolling fund for this.)
I think you could have as a thesis “Any B2B SaaS business which makes $1M can make $10M but a lot of them hit founder’s skill cap or motivation caps.

We hire the people that business can’t; we scale it to $10M+; we then sell to The Deep Pockets. And we do this in parallel.”
And I think you could get a check for that thesis from basically anyone who has ever done marketing, sales, or engineering at a SaaS company for 3+ years.
Read 9 tweets

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