SPECIAL REPORT: Payscout Inc.

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Sherman Oaks

BUSINESS: Global payment processing provider

FOUNDED: 2012

TWO-YEAR REVENUE GROWTH: 4,124 percent

2014 REVENUE: $5.7 million

Responses from Chief Executive Cleveland Brown

What did you do to achieve this rate of growth?

Payscout has a clear vision, mission, cultural attributes and belief. The clarity of our company’s purpose translates well with our talented employees and recruits, enabling us to grow a smart global company. urthermore, we celebrate our wins and embrace failure as a learning opportunity so we do not make the same mistake twice.

How did you manage the growing workload? For example, did you have to add space, hire more employees or move into new facilities?

First, we adopted scalable technical resources and hired the right people to develop processes aligned with our technical platforms. Second, we moved to a new worldwide headquarters and expanded to two new strategic locations. Third, we drank a lot of coffee.

What were the biggest obstacles holding you back from growing? How did you overcome them?

Office space and talented employees. We resolved the office-space issue by moving and building out a brand-new worldwide headquarters. In addition, we expanded to two new locations. We accelerated employee hiring by allocating more executive time and budget to recruitment activity, and setting high standards of entry into Payscout. Plus, having an arcade room in our new worldwide headquarters didn’t hurt.

How do you manage expectations after such strong growth?

We underpromise and overdeliver.

What’s the most important lesson you’ve learned over the last three years?

Create a great corporate culture.

Is there anything you would have done differently?

Not hire the people I had to fire.

Does your location in the L.A. area help or hinder your growth?

It helps.

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