AAKASH SAHNEY: Hi, everyone. I'm Aakash, and I lead product for Stripe Connect, Stripe's solution for embedded payments and financial services for platforms. Sessions is really exciting for me for two reasons. First, because we get to introduce a bunch of new products to our users, which, as a product person, is just fun and thrilling. But what I love most is the opportunity to spend time with all of you, platforms and marketplaces that are pushing the boundaries for their customers. In turn, that raises the bar for us at Stripe to deliver what you need. Over the past 13 years, we've partnered with more than 13,000 of the world's leading platforms. Those platforms themselves are serving more than eight million businesses. That scale has given us a front-row seat to the rise of the platform economy and the rapid evolution that's created in global commerce. And the scale really is incredible.

Last year alone, 76 different platforms each facilitated more than a billion dollars of payments volume using Connect. In this session, we'll share some learnings from working with all of those platforms. We're going to focus on three critical opportunities that platforms encounter in their journeys growing their payments businesses. The first is reaching new audiences with global expansion. The second is adapting to ever-changing consumer preferences. And the third is streamlining cash flow and cash management to accelerate the growth of their users' businesses. I'm going to share some concrete examples of each of these opportunities, and then we'll be joined by two really interesting customers who will share more about their specific journeys, making the most of these opportunities and better delivering for their users. All right, starting with the first. Once you've got a payments business that's ticking, there are many ways to grow your addressable market and serve more users.

You can explore new acquisition channels, you can move up market or down market, you can introduce new product offerings. But one of the things we hear most often from our platforms is that it's really attractive to drive attach by going global and serving more of your users in more markets. Take Tixr. Tixr is an awesome event commerce platform. They help event creators with everything, from ticketing, to website building, to collecting payments. And their payments offering started out in the US, but they saw a huge opportunity with their global event creators, where those global creators, unsurprisingly, had similar needs around accepting payments. So Tixr was listening to their customers and they found, hey, we need to expand globally. We need to offer payments to more of our global customers. But when they tried to do that, they were confronted with a ton of complexity. Each region that they wanted to introduce had its own local version of KYC requirements.

Each region had its own local payment methods that were popular with consumers there. And, of course, there were ever-changing regulations to stay on top of. So these big challenges to expansion are things that every platform faces. It can be really daunting to expand globally. So what did Tixr do? Tixr used Connect's prebuilt onboarding to expand, leveraging Stripe for KYC and for collecting onboarding requirements. That enabled them to launch in Ireland, Sweden, Great Britain, Australia, New Zealand, and Canada with localized and compliant experiences for these new payments users. They also used Stripe's embedded local payment method settings UIs to provide access to 18 entirely new payment methods. Since then, Tixr has processed more than $2 billion in transactions, and that international expansion really helped them to get there. Okay, let's move to opportunity number two. To stay ahead, platforms have to adapt to their users' preferences and the preferences of their users' customers.

The tricky thing about consumer preferences, though, is that they're always changing. A few years ago, I had never heard of oat milk, and now I won't drink a latte with anything else. So let's talk about SQUIRE. SQUIRE is an awesome platform for barbershops. They have a customer called 12 Pell, which is a barbershop in Manhattan that was trying to stand out amongst the 3,500-some barbershops in Manhattan. And they tried to do that by offering a premium luxury experience to their clients. And that approach applied to their decor, their music, and even their payments experience. So SQUIRE stepped up to help. SQUIRE integrated Tap to Pay and the Terminal SDK, that barbers could accept payments with just an iPhone or Android device. It's a really slick client experience. So SQUIRE now enables barbershops to bridge the online and offline revenue sources for barbershops, and make bookkeeping and accounting much, much easier for them.

In fact, two-thirds of Squire's barbers who accept in-person payments do so with just an iPhone. So Squire and their barbershops get the benefits of true card-present transactions, like lower costs, better auth rates, with devices that they've already got. And it's not just barbershops. In fact, 66% of transactions on Stripe Terminal today are now contactless, and that's driving the growth of hardware-free payment systems like Tap to Pay. And there are now 200,000 mobile devices accepting contactless, in-person payments using Terminal. Those are businesses solely relying on the devices in their pockets to conduct in-person commerce. It's pretty incredible. So Squire gives us a great example of the impact of staying super tuned-in to your customers and their users' needs and preferences. All right, let's talk a little about opportunity number three. The platform journey, of course, does not end with payments. We shared earlier today that spend cards, money management, and cash loans can end up driving a significant amount of revenue for platforms and solve some real customer problems.

What I find fascinating about this area is that the use cases are so diverse. Shopify, for example, found that 40% of their users in the US were using personal bank accounts and cards when signing up for Shopify, for their Shopify store. So they launched Shopify Balance to address that pain point. GlossGenius, who we'll hear from in a few minutes, serves beauty professionals. And they found that their beauty professionals weren't served well by traditional financial institutions when it came to accessing capital or loans. So they introduced salon financing, in partnership with Stripe Capital, to better serve those beauty professionals.

And let's talk about Housecall Pro, a really cool platform for home service professionals. They support more than 40,000 home service professionals. They listened to their users, and they found that their users really didn't want to deal with cash management and bookkeeping and back-office administrative tasks. And that's not surprising. If you're a home-service professional, you want to be out in the field getting jobs done. And so noticing this pain point, Housecall Pro used Stripe Treasury and Issuing to offer business expense cards and fund management. That empowered these pros in the field to buy materials, manage expenses, and do it all from within the Housecall Pro platform. And in Housecall Pro's case, especially, this was a win-win. They obviously solved a real customer pain point that their users were telling them about, and they were able to grow their customer lifetime value by 40% with these new offerings. Naturally, these things go hand in hand, but it's great to see it take shape in reality.

So the use cases for these cash flow and cash management capabilities are really diverse, and that's why we've seen a 9x increase in Treasury, Issuing, and Capital adoption amongst platforms over the past six years. And I'm sure we'll uncover new opportunities together. We really can't wait to see what your users push you to build next.

So we talked about three opportunities: international expansion, adapting to changing consumer preferences and solving unmet financial needs. One example of a platform that's really embracing these opportunities is Kajabi, a leading creator-commerce platform. So next, we'll be joined by Steph Visessung, head of product for commerce and payments at Kajabi, as well as Lauren Garcia, a platform sales leader at Stripe. They're going to discuss how Kajabi has evolved its payments and financial services offering to meet the needs of their creators. Let's welcome them to the stage.

LAUREN GARCIA: Thank you, Aakash. It's wonderful to see so many of our platforms in the audience today. And thank you, Steph, for also joining us. The last time that we saw each other, I think you had just gotten approved to take your very last flight. We were sitting around a table in our Oyster Point office, and you were counting down the days to the arrival of your first little girl, Aria. Here we are, just 3 1/2 weeks after you have had Aria. So first of all, congratulations. Second of all, already reaching supermom status. I have to ask, have you dipped into any of your creator content to help you survive this nearly first month of motherhood?

STEPHANIE VISESSUNG: Oh, thanks for having me, Lauren. And, yeah, definitely. I think that when it comes to Kajabi, we have such a diverse amount of creators. And we have, for example, Taking Cara Babies. They're number one in the world for infant sleep training. So I've definitely been tapping into her content. I don't know how much it's working. I feel like Aria is training me not to sleep more than I'm training her to sleep. But we have many, many different types of creators on Kajabi, and I've been pleasantly surprised that there are dozens and dozens in the space of teaching parents how to raise children. So I think the creators on our platform have me covered for many, many years to come.

LAUREN GARCIA: Well, I'm glad to hear that because I have a very strong-willed 11-year-old and 6-year-old, so I might have to hit you up for some tips for creators to give me some parenting tips later on. So, Steph, Kajabi's been servicing the creator economy since 2010. We just heard Aakash reiterate that really solving for your customers' foundational needs, those big friction points, is what makes success for most SaaS businesses. Can you kick us off just by sharing more specifically the friction points that you set out to solve for your creators with Kajabi?

STEPHANIE VISESSUNG: Yeah, definitely. So since Kajabi's inception in 2010, we've always been focused on helping creators, those who have a passion and knowledge, turn that into digital products, and then eventually a sustainable online business. So Kenny, our founder, when he started Kajabi, it's because he had a digital product that just happened to be selling instructions for building a kid's sprinkler toy, and he wasn't able to sell that online. So, we've gone from that to what we have now, which was the evolution of Kajabi, where creators are now able to sell and monetize their knowledge online. And the core of what Kenny started really stays with us today at Kajabi, and that focus of creating those sustainable and successful online businesses for creators. And that's why we are so very proud that we've powered over $7 billion in creator revenue. And Kajabi continues to be the platform of choice for the high-earning creators.

LAUREN GARCIA: Those are such incredible results. I know the path to $7 billion in GMV definitely doesn't happen overnight. And it's really required you all to evolve your core payments offering to meet these growing needs of your creators. Can you talk to us a little bit about how that led you to ultimately launch Kajabi Payments this last year?

STEPHANIE VISESSUNG: Yeah, definitely. So Kajabi Payments was an easy decision, but we obviously had to get there first. And at Kajabi, we're very customer-focused. So Kajabi Payments started because we'd heard from our customers and these creators that they were looking for an all-in-one solution. They wanted more pricing options, more payment methods. Things that are unique for those selling digital goods online. So they were looking for pricing options like pay-what-you-want style pricing, which is more unique to being online and digital goods. They also wanted payment methods to meet the needs of their buyers. So Aakash mentioned earlier with regional expansions, that payment methods, those local payment methods, really matter. And we heard that from our creators because not having a local payment method is something that can really make a difference with their conversion rates. So that was something we wanted to obviously focus on. When it came to, obviously, making this all happen, it was a matter of weighing up priorities, which we'll be talking about in a second.

But Kajabi Payments was really rooted in that customer feedback that we had, and that was how we made the decision to step there. The all-in-one piece was really big for us. So the other part of feedback we heard from our creators was that they didn't want to be hopping around outside of our platform to be managing payments. And that really highlighted that gap in that third-party integration approach that we had, that it worked so very well when Kenny first started Kajabi, but we really needed to evolve past that because both us and our creators had scaled past that point.

LAUREN GARCIA: Okay, so this need for an all-in-one solution with diverse payment options is ultimately at the heart of why you launched Kajabi Payments. But as you were just alluding to, we often know that there are competing company priorities, resourcing challenges. How did you ultimately know that this was the right place to invest your time and resources, and were there any key insights that you took from this process along the way?

STEPHANIE VISESSUNG: Yeah, definitely. So I think that, like I said, the decision to do Kajabi Payments was an easy one, but actually making it happen is where it gets tricky. At Kajabi, we had many competing company projects that we wanted to work on, as well as just other value projects we were working on within the commerce team. So the approach that we took when starting Kajabi Payments was to start it in phases, and lots of phases and lots of small, little pieces in the beginning to bring value. Something we did that was an incredibly good move for us was that before the creators even knew that we were doing Kajabi Payments, we started to lay the foundation. So we basically took a look at our product, evaluated our navigation, introducing new payments management pages, getting that all set up and ready to go so that when Kajabi Payments did come along, it felt like it was a natural fit in our product, and it was not such a long period of time between when they were actually able to see and use parts of the product.

Now, when we got to the trickier pieces… so we started building out the onboarding, where we leveraged Stripe's hosted onboarding, as well as building out the payouts features. That's where we started to bring in very early testers, alpha testers. And they made a big difference for us with giving us great feedback early on so that we could move quicker and make the right decisions. The big learning there, I think, which is always difficult for product people, is [that] sometimes you just have to ship. And I know that was a very uncomfortable moment even for me. There were so many more bells and whistles that I wanted it to have. But we heard from those early alpha testers that the all-in-one piece and being able to manage their payments in Kajabi was enough for them. We were able to open it up to more people, do a really long testing period, encourage more attachment and adoption from our customers.

And then, obviously, we did our really large launch in August last year. And then the other learning, which I'd say was probably one of the best moves that we did at Kajabi, was hiring our payments risk team very early. So I would definitely recommend taking a look at that and hiring them far earlier than you think you will need them. And be very picky with how you hire. That's something I feel like we did exceptionally well at Kajabi. Having that team in place early on helped us scale very smoothly, and certainly helped me see around some corners that I probably wouldn't have.

LAUREN GARCIA: I know so many of our platforms are at that inflection point, and you just really shared a lot of rich insights. I have no doubt that you might be getting a few follow-up questions and conversations coming out of this session today. We also mentioned that one of the big opportunities that we see right now is the ability to reach new customer segments. 40% of Kajabi's business is international. Can you talk us through your path to international expansion and how you've gone about that?

STEPHANIE VISESSUNG: Yeah, definitely. So Kajabi, the platform itself, is available in over 120 countries. So when we brought on Kajabi Payments, it just made sense that we obviously went with the US first since that's 60% of our creators that we have. That's a bit of a no-brainer move. It allows you to, obviously, test your product, scale the product, see [if] it's all working correctly before you move into those next regions. And then the nice benefit is, in partnership with a lot of the Stripe products, is that the majority of what you build for your main market is expandable into the other regions. It's just a matter of really looking at the nuance of those particular regions and some of the “gotchas” that can come up. But what I would say with smaller, emerging markets is they're definitely not to be overlooked. I think there is a lot of untapped potential in smaller markets. And not paying attention to that is potentially missing out on a huge opportunity for growth for the platform.

LAUREN GARCIA: I have to know, are there any hurdles that you've had to overcome throughout this journey? I imagine there were.

STEPHANIE VISESSUNG: Oh. So many. Yeah, so many, but when it comes to the regional expansion, I think there are some obvious things and maybe not such obvious things. So we are super excited. We actually just launched into Australia a month ago, and we're going to be launching into Canada very, very soon. I think Canada was a great example of an interesting hurdle where, unlike US merchants, where they're just expecting to receive their payouts in US dollars, the Canadians are looking for choice. Some of them want to be paid out in Canadian dollars, others want to be paid out in US dollars, because, remembering these are creators selling online. So they quite often have very large audiences and customers in other countries, like the US

So that was something that we had to take the time for, think through it, plan for it so that we could launch very successfully there, because not having that as an available feature, definitely, it would not be making that launch successful when it happens soon. And then I think Australia is a great example of something that's not necessarily technology or feature-based, but being that Australia is in a very different time zone, obviously, taking a look at how we do our support, our support hours. Understanding that although it's our Sunday, it's their Monday, and keeping in check with what that region needs and making sure that we can obviously maintain the same level of support and care for those creators that we do in the time zones that are closer to us in the US.

LAUREN GARCIA: All right, Steph, so evolving your payment solution, entering into these new global markets, you've talked about how both of those were just rooted in this very crisp customer need and how that's really central to how you operate at Kajabi. Can you talk to us a little bit more about how it affects your product roadmap, and are there any particular customer friction points or needs on the horizon that Kajabi is looking to solve next?

STEPHANIE VISESSUNG: Yeah, definitely, and I don't think I'm going to give away too much, obviously, of what we're doing on our roadmap. I think that a lot of what Stripe is doing aligns with us really well, particularly when it comes to adding on more, early, with Kajabi Payments. So we had to build a lot from scratch, leveraging the Stripe APIs, which is absolutely not awful, but it took a lot of time. So I think one of the big highlights of Sessions is looking at these embeddable components and how that can really help platforms speed up. And although we already built a lot of it, there are definitely some things that we want to do that it's really great to see that we could be able to leverage that to move much faster than what we have been before. But then, also, I think for us, really tapping into our creators again and what's important for them and focusing on what they need.

We certainly see in the creator industry that they're not always treated fairly. They're not always seen as business professionals with the potential by traditional banks and financial institutions. So their access to be able to do business banking loans is not as accessible as those with physical businesses and shops and those selling physical goods. So we really see that as a huge opportunity for Kajabi to really be able to step up and support these creators, and really treat them like the very successful business entrepreneurs that we know that they are.

LAUREN GARCIA: Steph, thank you so much for sharing more about Kajabi's journey. So many great insights and takeaways for us. I'll try to quickly summarize a few of the highlights. The first is that the decision to launch Kajabi Payments was really deeply influenced by this customer need for your all-in-one solution with diverse payment options that also just had a more tailored experience for that creator economy that was looking to sell digital goods. And by launching Kajabi Payments, you ultimately led to a 10% conversion uptick for your customers, which is just such strong success.

And when launching internationally, it meant really weighing, first, the criteria of what were your largest markets, but also what was the development uplift, resources required, and where were the easiest places to scale? For Kajabi, that really meant focusing on your English-speaking countries first. And, last but not least, as you all are looking to the horizon, it's great to hear that although you have done some of this building yourselves, that you see some future potential with the embedded components that were just announced today, but also just this ability to meet this emerging need for your creators for financial services and having an eye towards that. So, Steph, thank you again for your time. I hope you can race home on a flight to see your baby this evening.

STEPHANIE VISESSUNG: Thanks Lauren.

LAUREN GARCIA: We really appreciate you being here. It's great to see you.

STEPHANIE VISESSUNG: Of course.

LAUREN GARCIA: All right, next up, we are going to welcome GlossGenius. It's a platform in the beauty and wellness space, also deeply rooted in customer centricity, which has produced phenomenal business results. So please join me in welcoming to the stage Raj Siyasena, who is their global head of payments at GlossGenius. Thank you, Raj.

LAUREN GARCIA: All right, Raj, you and I were chatting earlier. Remind me, when was the last time that you were in San Francisco?

RAJ SIYASENA: Oh. Man. It was over five years ago.

LAUREN GARCIA: Okay. Well I'm really glad that Sessions gave you an excuse to come back. Any major changes that you've noticed?

RAJ SIYASENA: Not really.

LAUREN GARCIA: No?

RAJ SIYASENA: But it feels nice to be back.

LAUREN GARCIA: Feels the same? Feels good to be back. Okay, great. Well, Raj, I'm really excited just to dive into the GlossGenius story and to hear a little bit more about how your customer focus has continued to drive your product evolution. To kick us off, can you share a little bit more just again about those customer friction points that GlossGenius set out to solve for those within the beauty and wellness space?

RAJ SIYASENA: Yeah, I'd love to. So GlossGenius was founded to help business owners in the beauty and wellness space manage critical parts of their back-office and front-office needs. Examples of these needs are scheduling and booking appointments, client management, marketing, payments and more. Ultimately, these business owners have a lot of things to juggle with and this is where GlossGenius comes in to help. Super proud to say we currently serve over 70,000 businesses in the US and processed billions of dollars in payments revenue, payments transactions.

LAUREN GARCIA: Congratulations. And we were talking earlier about the phenomenal growth that you've seen even since your time at the company. So ultimately, GlossGenius is setting out to solve this combination of backend, booking, CRM, but also payments problems for your customers. I think there's no doubt that we all saw this seismic shift both in consumer behavior, and more specifically, payments behavior as a result of the pandemic. Can you talk about how that shift fundamentally changed your payment offerings, and also the needs of your entrepreneurs and their end customers?

RAJ SIYASENA: Yeah, I'd love to. I think, similar to all the companies here, we saw cash transactions move into card transactions. Contactless payments became a really, really big thing. So, for us, that meant all the way from accepting a prepayment for a deposit for a service, all the way to implementing something like Tap to Pay on iPhone. Our customers are pretty vocal with the point of sale. They've always wanted a device as well for rapid transactions, secure transactions. They see it every day in their lives in coffee shops, at retail stores, and they want it too. We've always known this. It was part of our hardware strategy and plan. And, luckily, we had Stripe Terminal, which made it really easy to launch and get BBPOS and M2 readers in our customers' hands.

LAUREN GARCIA: And I know you guys have continued to evolve those hardware solutions based on these changing needs. Can you tell us a little bit more about those evolutions?

RAJ SIYASENA: Oh. I'd love to. This is my favorite part. Our customers are very vocal.

LAUREN GARCIA: Mm-hmm.

RAJ SIYASENA: They want more sophistication. And point of sale is like how they... this is an in-person business, right? So when we started, we did some user research and discovery. We found out very quickly [that] our customers wanted payments for a couple reasons. One was faster checkouts. Two was to feel more legitimate and professional. These are solopreneurs who work by themselves and they have that need, and point of sale really helped us there. Secure transactions. And then, lastly, they like to bring a little bit of their flavor, and style, and brand into the checkout process. All these things, we kind of wanted to do.

And with Stripe's new S700 Reader, I'm really proud to also say that we're gonna be a launch partner of that new reader. We tick all the boxes. The new screen-based reader allows us to provide a client-dedicated experience. It's a faster connectivity, so faster checkouts, longer battery life. I think the most important part is [that] it's a pretty looking device. Really aesthetically pleasing. You know, beauty professionals, aesthetics means everything to them. A shout-out to the Stripe Terminal team for building that device.

LAUREN GARCIA: All right, and tell me a little bit more about the impact that you've seen both for your customers, but also their end consumers and customers as well.

RAJ SIYASENA: Yeah, so I mentioned faster checkouts. That's definitely happened. We've seen more secure transactions. So software providers, you think we just build software and deliver it to customers. It's more than that, right? To end beauty professionals, they don't know the difference between card-present transactions and card-not-present transactions, dispute and fraud liability. It's our job to educate these customers about it. So we've been able to secure a lot of their transactions, and it's something very fulfilling. And then, lastly, really great client experience

LAUREN GARCIA: Okay.

RAJ SIYASENA: I mentioned styling and branding. Our customers are able to purchase customized readers so that they now can bring their flavor into the checkout.

LAUREN GARCIA: Amazing, so Terminal has obviously brought very valuable solutions for your core customers. We heard a little bit from Aakash, and even just Steph referencing now, this more emerging need across small business owners across various categories, really, where their financial needs are not being met by these traditional financial institutions. Can you talk to me a little bit about how you're seeing that show up amongst your core customer base?

RAJ SIYASENA: Yeah, we actually launched Stripe Capital. We white-labeled it as Genius Loans recently, to our customers. But the way it came up was very interesting. We had a very vocal customer come to us and talk about how a traditional institution didn't give her a loan. The institution deemed her high risk. She's a solopreneur in the beauty space and she felt defeated. She was super frustrated. As a product leader, it's extremely sad to see that.

LAUREN GARCIA: Mm-hmm.

RAJ SIYASENA: It's also an opportunity for us to really deliver on a need. So very early on, we knew we wanted to offer capital, despite it being kind of a new strategic shift for our business. We knew we didn't want to be in capital.

LAUREN GARCIA: Okay. Yep.

RAJ SIYASENA: We knew we wanted to partner with someone, but we wanted to make sure that partner could, one, satisfy the shared customer support needs, and we value customer support the most. And then, also, the user experience. Stripe Capital, we were able to test that out and validate that very quickly. I think it was myself and another PM who, with no engineering resources, we were able to launch this really quick[ly]. We tested it out with 500 users, saw really great feedback. At the click of a button, launched [for] tens of thousands of users.

LAUREN GARCIA: Incredible.

RAJ SIYASENA: And, yeah, that meant in the first couple weeks of launch, we've given over $10 million in loans.

LAUREN GARCIA: Incredibly impressive. I love to see that scale. I want to dive a little bit more deeply into the fact that Terminal was really this core product, fundamental need for your customers, where it sounds like Capital was a bit more of an experiment for you as an overall organization. Can you tell us about how you balance this focus between core, you know, fundamental product growth with more of that kind of eye towards the future and experimentation?

RAJ SIYASENA: Yeah, I think they go hand in hand. We're a startup. We're always encouraged, and our founders believe in us having a mini-founder mentality.

LAUREN GARCIA: Mm-hmm.

RAJ SIYASENA: So while we are racing towards launching foundational things for our product, it's always good to look around the corner and see what you could do. With Stripe Capital, it was so easy to implement. I kid you not, it was myself and another PM.

LAUREN GARCIA: Love that.

RAJ SIYASENA: It was like a no-brainer, right? And I think this a testament, one, to GlossGenius' values as a company. And then to Stripe for delivering really easy-to-use features.

LAUREN GARCIA: Amazing. So quickly innovated on both in-person payments, and now also capital and financial solutions. What's next on the horizon for GlossGenius?

RAJ SIYASENA: I think in the point-of-sale world alone, there's so much that's going to change. Our customers want more, and more and more sophistication. Think like larger form factors, more interactability. And where checking out is not just checking out for service, it's more.

I don't want to give away too much, but... That's what we want, that's what we need. And we're super excited to work with partners like yourself and others to deliver those really robust experiences for our customers. I think lastly, in the payments world, you want to own more and more of the payments workflows. I think we do a really good job of the day-to-day workflows; we've solved those needs, But there's more [of a] longer time frame, time-cadence workflows that we need to work on. It's a lot, but it's super exciting. I'm extremely excited about it.

LAUREN GARCIA: Well, Stripe is extremely excited to continue partnering with you on that journey. Just to round us out, I'll try to recap a few of the things that you've shared with us today. The first is that this continued evolution of your consumers' behavior has driven your beauty professionals and your wellness professionals ultimately, to really want more technology outright in this point of sale. And they want to make sure that they are driving a more complete checkout solution and more professional checkout solution for their end customers. And Terminal has really been at the heart of helping you solve for that.

The next is, while Capital was an experiment, it ultimately was fueled by this low-code, no-code solution that Stripe had to offer you, which led to a really easily ability to scale to over 10,000 of your customers, and issuing, like you said, over $10M+ in loans in just that first two weeks of launch. So [an] experiment that is ultimately helping you really meet this emerging need of your customers. And last but not least, it sounds like on the horizon, you really just see this need for continued evolution in your checkout and point-of-sale solutions, and really making sure that you're driving full value with that solution overall.

RAJ SIYASENA: Exactly.

LAUREN GARCIA: Incredible. Well, Raj, thank you again for joining us today. And I hope it's not another, four years before you come back to SF again. All right, thank you. Yes, we'll see you again at Sessions next year.

Thank you again to Raj and Steph for sharing their time and their insights and learning today. Again, whether it's expanding globally, meeting the changing consumer preferences, or just moving beyond core payments to financial services, it's clear that our most successful platforms are relentlessly in pursuit of their customers' needs, and putting those customer needs first. We heard from Kajabi about how that looks like expanding into global markets and also evolving their core payments offering just to make sure that they're truly meeting those unique creator needs.

And for GlossGenius, it was a fundamental shift in this consumer behavior that led to the launch of their Terminal offering, but also the continued evolution of that point-of-sale and checkout solution. And ultimately being able to now meet this new, emerging need of capital and financial solutions for their beauty and wellness professionals. We want to make sure that you please join us next for our product roadmap session, where we'll also talk about how Stripe is evolving our own platform to better capitalize on these opportunities. And we can't wait to report back with our learnings on how we build for the next 13,000 platforms. Thank you all again for your time today