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John Munro is the CEO of Chargeback, a Utah-based industry-leading software company that helps merchants automate dispute management. This technology-driven solution leverages APIs, plugins, and other integrations to maximize the recovery of revenue lost to customer disputes and fraud. They have a real-time dispute management platform built to empower internal teams with expert knowledge and robust automation.

Chargeback has helped companies like Levi’s, Dick’s Sporting Goods, Fanduel, and many more stop disputes before they can happen.

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Here’s a glimpse of what you’ll learn:

  • John Munro talks about how to determine when a company needs a ‘strikeforce’ to improve things
  • What sales disputes and chargebacks mean for your business
  • What is friendly fraud?
  • What Chargeback’s dispute resolution system can do for you and your business
  • The changes that John implemented when he joined Chargeback
  • How Chargeback filters out clients
  • John shares the challenges they faced in raising funds during the Covid-19 pandemic
  • Why John believes that they are in a good position despite the initial challenges they faced

In this episode…

Preventing friendly fraud in credit card payment processing is a much bigger problem than any business would like to admit, especially during this COVID-19 season. Trying to resolve these disputes in real-time to get the percentage of refunds down is only a part of the problem. Another critical issue that people overlook is the risk of losing the lifetime value of a customer. How can businesses resolve these payment disputes in real-time and reduce customer churn rate?

John Munro says technology solutions like what Chargeback offers are essential in solving a big part of the problem. However, there are other aspects of the company that leaders need to look into in order to determine how low the refunds threshold would be.

On this episode of the Inspired Insider podcast, Dr. Jeremy Weisz chats with John Munro, CEO of Chargeback, about how credit card chargebacks impact a business, what they can do about it, and how their culture plays a big part. Stay tuned.

Resources Mentioned on this episode


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Episode Transcript

Jeremy Weisz

Dr. Jeremy Weisz here, Founder of where I talk with inspirational entrepreneurs and leaders. Some of the founders you’ve heard of some you’ve never heard of, you know, John, some of the ones I think people should check out. Zapier, Founder Wade Foster talks about how people were demanding ways to automate things. And they keep thinking about how to add integrations. Now this relates to chargeback, I’ll introduce John Munro formally in a second. PipeDrive co-founder Urmas talks about having brain surgery getting married, moving from Estonia to the us all in the same year. At the time they had about 10,000 paying customers. Since I’ve interviewed them now they have over 100,000 paying customers so they’ve grown quite a bit. This episode is brought to you by Rise25. At Rise25 we help businesses connect to their dream 100 relationships or give to their best relationships through their podcasts. Okay, so we basically help a business run and launch their podcasts and you know, there’s so many there’s content marketing, there’s just you have these relationships that you put on your platform and you profile down there’s so many positive things I get to meet people like John and chat with them and learn about his business. And it was actually you know, if you go to Inspired Insider my about page the inspiration was actually from my grandfather, who was a Holocaust survivor and he was in the concentration camps in Nazi Germany but his legacy lives on because of an interview the Holocaust Foundation did with him and you can watch that interview on my about page. And so I don’t just consider it Yeah, like is amazing for a business but I do consider when I have people like John or anyone on it helps them leave a legacy and help leave a legacy beyond ourselves and what we share so check out if you thought about starting a podcast I think you should do it period hands down if you have questions email us. Um I’m excited to introduce today’s guest and a thank you to Phil Nadel at Forefront Venture Partners. you know, he introduced me to today’s guests and they invest in high growth revenue generating early stage startup companies like Open Real, Chargeback pay range and many more. I have John Munro, who I’m now terming the Strikeforce that’s like, I thought it was a Star Wars term I was wrong. He’s a CEO of chargeback and they help stop disputes before they happen if anyone is a business and have credit process credit cards. Well, you probably have dealt with this especially if your subscription physical goods, digital products, you can start preventing I didn’t know this, you can start preventing disputes and chargeback with zero implementation or integrations and it’s the only 100% SAS solution for internal dispute management. So you could say goodbye to outsourcing or we his internal teams, John, you know we develop these like complicated thing processes that probably don’t work as well as the automated ones. They actually have real time dispute management platforms built in power the the internal teams with expert knowledge in automation, and they’ve helped companies like lending tree, Levi’s, Dick’s sports fanduel, and many more. So, John, thanks for joining me.

John Munro

Thanks for having me, Jeremy.

Jeremy Weisz

So for people like me who don’t know what strike forces, what does that mean?

John Munro

You know, it’s probably one of the ubiquitous terms or terms that are thrown around all the time. You know, you have folks are traditional founders that come into an organization and really, you know, started from scratch and move from there. I’ve had a little bit more experience. It certainly had been a founder a number of times, but also have had a lot of experience coming into organizations who, you know, had already kind of hit a little bit of their stride. We’re ready for the next step. We’re really ready to improve their culture, their delivery, and some of those things along those lines. So, you know, it’s probably accurate that I was brought in originally as a Strikeforce, but now this is my baby, and I love making improvements and change every day.

Jeremy Weisz

At what point should a company decide to bring someone like you in to improve things? Is it certain, like revenue point? Like, let’s say things are going well, not things are like not going well, at what point like a staffing or revenue? What What should people consider?

John Munro

Yeah, I think that you, you know, along the lines of dashboard and a lot of other, you know, critical business insights that you need to measure and manage throughout the process. I think it’s really important that you really analyze the company from the standpoint of how are we actually doing culturally, you know, are we actually hamstringing ourselves by not being able to make enough progress in a particular area? And is that area actually impacting us more than we think we might feel like we have a great product leader, we have a great engineering Leader, we have a great sales leader, but how are they actually integrating as an organization? And what that looks like. And sometimes you see those Well, after the fact, you know, a great example is in COVID, you know, we don’t really see or have as much visibility into some of the impacts that are actually occurring right now, in our organizations, you know, whether it’s communication breakdowns and failures, you don’t see those until much later in the process. And they’re often lagging indicators. So sometimes it’s going to be something very obvious that says, Oh, you know, we have a great, you know, creative started the organization, but they really, I’m kind of struggling with a little bit of execution side, or they might be phenomenal product folks and working through that, but they can’t operate the sales engine. So it really depends on on what your organization needs and where you feel like you’re thriving and struggling. And sometimes it’s actually put on the leader in a specific role where it actually is the other the other side of the organization. You might feel like you have a sales problem, but you actually have a product problem might feel like you have a marketing problem and and it’s actually a finance problem. Right. So there’s a lot of those things that often are there. But unfortunately, there’s not really a per se a one size fits all. Give me

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