Capital on Tap

it’s business stories like this that fuel the core of our business 👇 I met Jack by chance in 2024. My wife and I had ordered from him a few times on Deliveroo and absolutely loved his pizza, popper guilty pleasure eating. One day my better half messaged him on insta as they were sold out. to her surprise he messaged back saying there were x2 pizzas left and could we come get them. I jumped in the car and drove 2mins where Jack greeted me with the goods from his parents house. we began chatting about how he got into the pizza making game. he was tired of his construction job and recently split up with his then fiancée so decided to move back in with his parents buy x2 small pizza ovens and start making his soon on Detroit style pizza I said to him then, when you go ‘limited’ get yourself a Capital on Tap card and I’ll come to the store. 2 years later which has included a residency in the Brunswick pub Brighton he opened his own store in Brighton (Sydney street) at the start of this month. proofs in the product and business is booming. I popped in yesterday to congratulate him, catch up and got myself and the team pizza. Jack like most is starting his company journey but has rewarded himself as soon as he went all in from self employed to limited comp. His words ‘I whack as much through the card as possible, why not rack up those air miles for free’ I talk a lot about the big business I work with but these start-ups are where the magic really is. if you are ever in Brighton, get to Jack’s, his pizzas are some of the best I’ve ever tasted, unreal bud!

the 2% reality 🚚 📦 why Survival of the Fittest in UK logistics is now a capital game in the UK haulage and logistics sector volume is rarely the problem it’s the velocity of margin erosion with net margins often hovering at a stick thin 2% the backbone of the UK economy is under immense pressure between volatile fuel prices, carrier rate hikes, rising driver wages, business rates and the constant threat of a single HGV repair or insurance claim wiping out a month’s profit the margin for error has effectively vanished for CFOs and FDs the challenge is no longer just about operational efficiency it’s about capital optimisation a 1.25% advantage if you are operating on a 2% net margin a 1.25% improvement isn't just a nice to have! it’s a 60%+ increase in bottomline profitability by leveraging Capital on Tap ’s e-money facility for payments on pre-audited Visa accepting suppliers/aged creditors finance teams can effectively reclaim margin on their annual spend in an industry where consolidation is high and smaller players are being squeezed out this level of capital efficiency is what separates the survivors from the leaders. The maths is simple 🚚 The issue is high volume, low margin, rising costs 📦 The mechanism is capturing 1.25% back on existing supply chain spend ⚓ The result is a significantly more resilient balance sheet How is your finance team protecting margins against the survival of the fittest environment this year? (time for a new delete button me thinks)

Yesterday I completed the onboarding of another logistics company. Seems to be happening more and more. Company Profile Logistics, Transport & Warehousing 100+ employees 60+ fleet Revenue £25m How they are using Capital on Tap ? Directors, Managers and Finance team will all be cardholders (at no added cost with ultimated addition cards) Credit Limit - £100,000 used for T&E and adhoc spend Pre-Loading - £250k to £350k to cover 5-6 supplier payments prevetted for Visa card acceptance. credit spend is 1% uncapped cash rebate pre-loading is 1.25% uncapped cash rebate Total Rebate between £45,000 - £67,500 annually Cost - £299 annually (they went for the Pro Card) I caught up with FC to get an understanding of payment run and usage for the month I asked what she felt was the main benefit from swithing over from their legacy bank card? her response ‘We are in a high volume low margin industry, every little helps, now more than ever’ Think of us as the Tesco of business rewards. When your margins are tight… EVERY LITTLE HELPS!

Love it when a logistics plan comes together 🚢🚚📦 without realising I have found myself working almost exclusively (barring my founder clients) with transport, logistics and supply chain. last week I onboarded a client after 7 months of conversation. the value was always there, great acceptance of our card on their largest supplier payments. one massive thing I’ve learnt since working at Capital on Tap is patience. cash rebates and rewards no matter what the scale is rarely ‘top’ priority for any finance team. even when it’s easy to set up and won’t cost the business a thing. but once the dust settles, providing there is acceptance across top monthly payables. it’s generally a ‘no brainer’ 🧠 why? Because who doesn’t like free money or free margin back on big costs. I talk to some massive companies in terms of revenue but there margins are tiny. it boggles my mind why they won’t even consider a 1.25% cash rebate on their whopper aged creditors. especially when others in the industry are taking full advantage. this particular client is spending £4m-£5m a month with around £1m-£2m capturable on card. easy switches, handful of payments each month, everything else stays the same. doesn’t actually matter what business you are in, we do the leg work on verifying Visa acceptance, so you can start taking margin back, for free ;)