Case Studies in
Recovered Revenue
Every audit is different. Every finding is real. These are four merchants who stopped overpaying, and exactly how we did it.
From Resistance to 90% Enrollment: A $3M Turnaround
A large infrastructure company with nearly 80 plants and distribution centers had 20+ independently managed divisions, each convinced their rates were already optimized. weAudit started with HQ and let the numbers do the talking.
The Hidden Interchange Scheme That Cost $350K Over Five Years
A $40M e-commerce retailer had been told by multiple processors and auditors that their rates were competitive. They were right about the rate, and completely wrong about what was actually happening to their money.
Breaking Free from ERP Lock-In: $500K in Annual Savings
A mid-size industrial distributor processing $32M annually was trapped by their ERP’s built-in processor, paying a 3.9% effective rate with automatic 10% annual fee increases. Most said it couldn’t be changed. It could.
Projected $177K. Actual $294K. Why Ongoing Monitoring Changes Everything.
A regional distributor came to weAudit in 2020 with rates they thought were reasonable. Over five years of active monitoring, the savings didn’t just hold, they grew. By 66% more than projected.
The $80,000 Gateway Upgrade That Unlocked $1.8 Million
A $425 million manufacturer had a competitive discount rate, a clean statement and no hidden fees. It was still losing more than $1.8 million a year, because the gateway it paid the least for could not send the data that qualified its transactions for the lowest interchange rates.
Two Processors, One Company: 5 Basis Points on One Side, 299 on the Other
A dental group ran two processors side by side across more than 30 locations, doing identical work on identical transactions. One was priced at 5 basis points. The other ran to 299, plus more than a dollar per transaction on a $100 average ticket.
The 60 Basis Point Settlement Fee That Does Not Exist
Settlement is not a service. It is the transaction. This group was charged 60 basis points for it, on top of a discount rate already running to 255, under a name official enough that nobody had questioned it.
A 10 Basis Point Deal That Was Still Losing $175,000 a Year
Ten basis points is a markup most distributors never see. It did not matter, because 61 percent of the money on the table had nothing to do with the markup and everything to do with data that never left the building.
Three Processors, Three Different Ways to Overpay
Fragmentation is the condition under which overbilling survives, because no single statement tells the whole story. This venue ran three processors across 13 locations, each losing money in a way the other two were not.
The Convenient Terminal That Cost Twice as Much
The same company ran three all in one terminals alongside thirteen traditional merchant accounts. Same business, same season, same customers. The convenience was costing 269 basis points.
Flat Rate Pricing Is a Great Deal Until You Are Not Small
Nothing had gone wrong. No invented fee, no bad actor. The company was paying exactly the published rate it agreed to, on an agreement made when it was a fraction of the size.
When Amex Is Half Your Volume, Amex Is Your Whole Problem
The discount rate was 5 basis points and nobody was looking anywhere else. Fifty three percent of the volume was American Express, and 96 percent of the recoverable money sat outside the rate.
They Had the Best Rate We Had Seen. They Were Still Losing $34,000.
The dealer group had a 2 basis point discount rate. The rate we could offer was 4. On that line we cost them money, and we printed it as a negative in the same table as the savings.
Four Fees, Four Names, One Invoice: $41,000 a Year
None of these four line items has a basis at any card network. All four appeared on one statement every month, with names constructed to sound like pass through costs.
One Memo. Ten Basis Points. $105,000 a Year.
A short notice that rates would rise by ten basis points, of the kind that lands in accounts payable and gets filed. On $105 million of volume, that piece of paper was worth $105,011 a year to the processor.
We Turned This Client Away in 2018. In 2022 They Came Back to $78,000.
In 2018 we found modest savings and told them not to hire us. Four years later they called back. Nothing dramatic had happened in between, and that is exactly the problem.