Reducing Supplier Onboarding Risk: How University of Tennessee System Gained Peace of Mind with PaymentWorks
PaymentWorks sits down for a Fireside Chat with the Director of AP, Tisha Marshall, from the University of Tennessee System
Procurement and accounts payable (AP) teams face ever-growing challenges: manual vendor management processes, fragmented vendor data, increasing fraud attempts, and decentralized operations can make controlling risk nearly impossible — especially for institutions with many suppliers across multiple campuses.
For the University of Tennessee System (UT System) — managing thousands of suppliers across campuses, diverse vendor types, and complex payment workflows — mitigating supplier onboarding risk became imperative. In this fireside chat, UT System’s AP leadership shares how implementing PaymentWorks allowed them to significantly lower supplier onboarding risk, streamline vendor management, and get much-needed reliability and compliance across the organization.
Watch the University of Tennessee Fireside Chat & Learn About Supplier Onboarding Risk Reduction
Hear directly from UT System how they achieved:
- A secure, unified supplier onboarding process that eliminates risk associated with manual vendor data handling and inconsistent vendor records.
- Real-time insight into vendor data and onboarding status — reducing ambiguity, duplicate vendor profiles, and potential onboarding errors.
- Efficient, ERP-integrated vendor onboarding within 100 days — ensuring supplier data and onboarding workflows align tightly with their financial systems.
- Stronger controls and oversight across all campuses and departments — minimizing the chance for fraudulent vendors, bank-account fraud, or mis-payments.
- Improved operational efficiency, reduced manual workload for AP staff, and more predictable supplier onboarding and payment cycles.
Table of Contents
Why Supplier Onboarding Risk Is a Critical Concern and How Automation Changes the Game
How PaymentWorks Helped UT System Mitigate Supplier Onboarding Risk
Key Outcomes — What UT System’s Experience Teaches About Reducing Supplier Onboarding Risk
Watch Clips of Our Fireside Chat with the University of Tennessee System
Read our Case Study with the University of Tennessee System
Reducing Supplier Risk with the University of Tennessee System’s Manual Vendor Management Process
Peace of Mind and Sleeping Better at Night
Reducing Supplier Onboarding Risk | Full Transcript
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Why Supplier Onboarding Risk Is a Critical Concern and How Automation Changes the Game
Organizations of all types rely on networks of third-party suppliers. But as supply chains become more complex, the risk associated with onboarding new suppliers grows — from compliance lapses to fraud, from errors to data integrity issues.
Poorly managed onboarding processes leave organizations exposed to a wide range of threats — including financial loss, compliance violations, disruptions, and reputational damage.
That’s why supplier onboarding — the moment you bring a new supplier into your ecosystem — is one of the most critical points for risk mitigation. A risk-aware, structured, and automated onboarding workflow is often the difference between a robust vendor network and a vulnerable one.
Common Risks Tied to Poor Supplier Onboarding
- Fraud and vendor impersonation — Without robust identity verification and banking-info controls, fake vendors or fraudulent banking-info changes can lead to payment diversion.
- Data inconsistency and duplicates — Multiple vendor entries, inconsistent vendor profiles, or missing compliance documentation make tracking and managing suppliers error-prone.
- Compliance and regulatory exposure — Inadequate due diligence or failure to verify supplier credentials can expose organizations to compliance risks.
- Operational inefficiency and mis-payments — Manual onboarding leads to errors, delayed payments, redundant paperwork, and time wasted chasing vendor information.
- Post-onboarding risk that goes undetected — Many supplier risks don’t emerge until after onboarding — by then, remediation is harder and more costly.
How PaymentWorks Helped UT System Mitigate Supplier Onboarding Risk
1. Unified, Automated Supplier Onboarding & Vendor Data Management
Instead of relying on manual spreadsheets, emails, or inconsistent vendor entries across campuses, UT System deployed PaymentWorks to collect, verify, and centralize vendor data. This created a single source of truth for supplier information.
2. Faster Implementation and ERP Integration with Less Disruption
Within just 100 days, the entire UT System had PaymentWorks operational — enabling integration with their ERP (SAP), and establishing controlled vendor onboarding workflows across multiple campuses and departments.
3. Real-Time Vendor Data & Control, Reducing Fraud and Payment Risk
With automated onboarding and vendor verification, UT System significantly lowered the risk of ghost vendors, duplicate records, incorrect payment info, or unauthorized updates — eliminating many of the vulnerabilities that arise from manual vendor management.
4. Improved Efficiency, Reduced Manual Workload, Better Staff Confidence
By shifting vendor onboarding to an automated, standardized platform, AP and procurement teams relieved themselves of tedious manual tasks — reducing errors, saving time, and enabling staff to focus on strategic work rather than data-entry or vendor chasing.
5. Stronger Compliance and Long-Term Vendor Governance
Automated onboarding workflows ensure documentation, verification, and vendor data are collected and stored consistently. This supports internal audits, regulatory compliance, vendor due diligence, and long-term vendor lifecycle management — giving organizations greater control over supplier risk.
Key Outcomes — What UT System’s Experience Teaches About Reducing Supplier Onboarding Risk
- Significant reduction in supplier onboarding risk thanks to improved vendor verification, data centralization, and fraud-resistant workflows.
- Cleaner, more consistent supplier data across multiple campuses and departments — eliminating duplicates, mismatches, and vendor confusion.
- Faster, more reliable onboarding and vendor enablement, even with a large, diverse supplier base and multiple administrative stakeholders.
- Reduced manual workload, fewer errors, and more predictable payment and vendor-management workflows.
- Greater compliance, audit readiness, and governance over the vendor lifecycle, enabling long-term supplier oversight and risk management.
- Peace of mind for AP and procurement staff — removing much of the “what if something goes wrong?” anxiety by building a secure, automated, controlled onboarding process.
Together, these outcomes underscore why managing supplier onboarding risk — proactively, systematically, and with the right tools — is no longer optional for complex organizations with many suppliers.
Watch Clips of Our Fireside Chat with the University of Tennessee System
The University of Tennessee System used to be under enormous pressure.
There was an urgent demand to address the risk related to their manual vendor management processes.
Using their small, but focused team, University of Tennessee Accounts Payable engaged PaymentWorks.
In just 100 days, the entire University of Tennessee System had PaymentWorks up and running.
Once live, they culled and used real-time data from the new processes to chart a course for smooth integration with their ERP-SAP.
Tisha Marshall, the Director of AP for the System, shared the keys to the her team’s planning, execution, and ongoing management of PaymentWorks.
Read our Case Study with the University of Tennessee System
Get the full story of how University of Tennessee Accounts Payable implemented PaymentWorks, and more detail about the results they’re seeing.
Reducing Supplier Risk with the University of Tennessee System’s Manual Vendor Management Process
Collaboration Across Campuses
ROI from Virtual Card Rebates
Peace of Mind and Sleeping Better at Night
Reducing Supplier Onboarding Risk | Full Transcript
Tisha Marshall (02:23):
Oh goodness. Tisha Marshall. So I’ll start with recent [inaudible 00:02:28] and then jump way back. So start at University of Tennessee in just 2019. So I am closing in on four years at the university here shortly, but going way, way, way back, I am an Army wife, as you can probably see from the background over there. My husband and I got married. I was 20, which meant we moved around a lot. He was in the infantry and so meant I switched around a lot to different universities. So that’s a different experience when you get to go to a different higher education university every couple of years, which meant I ended up graduating with a general studies degree, which I don’t think too many universities offer anymore. So I was originally going for accounting, ended up with general studies degree.
(03:16):
We were based in Indiana when he got out of active duty service. He found out about a job here in Knoxville, Tennessee, so we ended up moving down here where no family is. We were 24 at the time. Our family all went crazy because we moved down here by ourself. But it was a great opportunity. He ended up going to the University of Tennessee to graduate with a psychology degree. Then just a few years ago, actually in 2019, I went back to school to Western Governor University and got my accounting degree. So I finally got that accounting degree. We went back, and I am currently attending University of Tennessee Martin online to get my master’s degree, my MBA. And I am six classes away. So keep me in your thoughts.
(04:05):
A few years ago, let’s see, it was 2008, right before that economic collapse. I got a new job at a local company here in Knoxville called Radio Assistance Corporation. You may know their brands of Pet Safe, Invisible Fence, Sport Dog, all those fun pet products. That was awesome. My dog loved it. I got to take her to work with me every day. I was the accounts payable associate, became the accounts payable manager. The fun facts about that position, which I was there for 11 years, was the president, founder of the company is Randy Boyd, who about a year before I left Radio Systems became president at University of Tennessee. So I still work for Randy Boyd. Still have quite a few people in between us, but I still work for Randy Boyd. So it was great to transition over to University of Tennessee as an assistant director of accounts payable, but still have that connection there. So, that made it a great transition.
(05:06):
Then in 2021 I became director of accounts payable. So there’s that little tidbits history. We got three kids, dog. My kids are 16, 13, and 11. So we stay busy. I guess University of Tennessee wise, do you want me to start talking about the projects that I-
(05:38):
Yes. As we ask people questions about how they do things, we find out how how different we are from everybody else. At University of Tennessee, I work for the system. I kind of think of it as a corporate structure and then we have all the campuses underneath us. But a lot of the ways they operate as kind of own businesses, they just feed into the system. So we have campuses at Chattanooga, of course the Knoxville campus, which is what most people are familiar with. Go Vols by the way.
(06:10):
So we have the Chattanooga campus, Martin Pulaski, and then the health science center in Memphis. We have in an institute, public service in Nashville, we have to [inaudible 00:06:23], The Space Institute, and we have people in every county across the state for Ag and Ag extension that does 4H, family consumer science stuff. So we’ve got people in every county of the state that we reach to. So when you talk about suppliers who manage suppliers for the entire university system, none of the campuses set up their own suppliers. We set them up in the system. So we manage that for the entire system. My account’s payable team, 16 people. The suppliers set it, management feed, all that is two people. So we have a very small efficient team. We are sitting at almost 19,000 active vendors.
(07:56):
So I guess we talked payment works probably in the summer of 2019. It wasn’t long after I came. The management vendors fraud, when you’re talking about at the time, we had one person doing the vendors. So she can’t do everything. She can’t verify everything when you have everybody from the state trying to send you a W9 that most likely aren’t filled out correctly now. So she was trying to manage all that and it wasn’t possible. And banking account information, we’re trying to get people from checks to ACH, and she didn’t want to be in charge of that information. That’s a whole lot of liability for her to be putting in that information. So from that aspect of it, the conversations, what can we do? We know there’s things out there, but what are they and what can our system use?
(08:52):
So our treasurer at the time was Mark [inaudible 00:08:56] and he spearheaded a lot of the search. The director at the time was also involved, Gail. So we kind of started looking to see what our options were, and we kind of thought, well we’re going to get everything we can. So when we started talking to people like, Oh, we’ll look at bank accounts. We’re like, But you won’t verify the tax ID or anything. They’re like, No, we don’t do that. So then we came across this company called Payment Works and they gave us a demo and we loved it. So then the conversation started and we actually got to go out to the offices in October of 2019 and start that project.
(09:59):
Correct, because we have two people now. We actually did hire somebody because we’re like, but we can do more. So it wasn’t even … we could have hired somebody at the time, but we still couldn’t do what we wanted to do with the setup. Yes. Isn’t that your legal name?
(11:24):
So sometimes this is a good thing and sometimes this is a bad thing, but the people on the team were very decisive. We make a decision and we stick to it, and sometimes that’s not great, but for this purpose it helped a lot. Also, the fact of the other campuses did have a little bit of say into what happened, but we managed this process as a system. So small team manages it. There’s rules, there’s guidelines, we got to stick that. So we had internal audit behind us on it too. If internal audit’s behind you on something, then you’re on the right path so you kind of can keep going. So that was the way.
(12:04):
We had a questionnaire that we already had people fill out when they became a supplier for us. We just kind of took that, put it into the registration form for questions and went from there with it. But it was a pretty decisive moment just to go ahead and do it. So I think the biggest thing was talking about getting our supplier data into Payment Works to start with, doing that bit of IT piece. But not having to involve IT on a big scale at the beginning is also what led to a quicker implementation because you didn’t have to worry about feeds back and forth between the system. So not having to worry about getting on our IT schedule to get those meetings together helped move that process along.So it’s things you don’t think about when you’re doing it manually, because it’s just things you talk about as it’s happening. Just like when you’re training somebody, things you don’t think about until you try to train somebody new and you’re like, oh I need to write that down. So we’re setting up vendors and you have companies that split off, change tax IDs, or they’re like, No, it’s part of the company but we’re operating. It’s a disregarded entity and here’s a different tax ID. So figuring out how those things need to be moved over, how we need to mark them. If we went straight through to doing a feed to SAP, it would’ve been a disaster because we would’ve spent more time trying to fix it than just getting it into the system. So understanding the certain things that come through.
(14:56):
Also, just from tax ID validation, knowing what the legal name is. A lot of companies don’t understand how that works. So then we would get this validation through and realize that we had 15 Sherwin Williams set up in our database because everybody set them up by the stores. Well, they need to be a corporate location set up and then all the remittance addresses. We weren’t set up like that at the beginning. So there was a lot of those consolidations that happened and we ended up blocking a lot of vendors. That’s just what we do in SAP to make them inactive. We went through and blocked a lot of vendors. We do that now where, if you haven’t been paid and you don’t have an invoice entered for two years, we go ahead and block you and make you inactive. It never fails. Two weeks later, we get an invoice from them, but then they got to go through Payment Works, so make sure their information’s up to date.
(15:51):
So just walking through those processes, you really don’t think about those as they happen. Then if we would’ve had to feed, it would’ve been crazy thing to deal with. So, that was a lot of what we saw. So the invitations that go out, the entire university system can see if somebody sends an invitation to another corporation. That led to a whole lot more communication between campuses because they saw another campus doing business with a vendor and they don’t see that all the time. So when they could go in and see that somebody else sent an invitation, they started talking about, well can we get together on this? Can we get better pricing? Things like that. So it ended up there’s a collaboration that can happen that way that didn’t necessarily happen before, which could have. It’s not really in your face and Payment Works, but it was just more visible to them. So we have seen that actually happen a couple times.
(17:29):
So the person who was in charge of suppliers at the time, her name’s Karen, and Karen was alive, Karen was sane. So that was a little bit of our judgment there. She was so happy. That was a lot of it because she knew this process, she was doing those manual setups, she was the human database of the suppliers in our system. So when this started going, she could see things happening and she really liked it. She felt safe in the information that she was seeing. She didn’t have to call and verify bank information. So she just felt better job security wise for her, that it wasn’t on her and her alone to recognize any issues that were coming up.
(18:15):
We had a few things come up like suspicious IP activity on vendor registrations, and everybody else probably sees them. A lot of times we get that and we will contact the department who sent the invitation and be like, Hey, is there a reason they might be in a different country? Let’s talk about it. Especially now, with everything being virtual and people working remote, sometimes that happens and we talk through it, but we never would’ve looked at that, never. So there’s just checks and balances that, once we saw them working and what they did, it just made everybody feel a whole lot safer about things. Then we had actual attempts happen. So knowing those things that got stopped was just like, okay, this just saved us $50,000 there.
(19:17):
Yes, and that one happened. There was one specific one that comes to mind just because we’re a large system and so you got people across the state doing things. Our office doesn’t see it or controls it. So if somebody in a random department in a different campus gets an email and says, Hey, you owe us money. So they’re not looking at the email address. They just see that they got a statement. Send me the invoice. Oh you’re not in the system. Well, let me send you an invitation. They send the invitation to the email address in the email. It’s a vendor that they think they deal with. It’s just when I saw the email I was like, Oh, they switched these letters out. That wasn’t right. But they didn’t see it at the time. They sent the invitation out. Well, when the registration came through, it got flagged. Nope, not happening. So that particular instance, we knew how much it saved us because we had a statement as to how much they wanted to get paid and it was $50,000.
(20:19):
So when your treasurer is someone who’s over the project and you can be like here [inaudible 00:20:29]. Yes. So it was nice to have that, because a lot of times when you’re talking about fraud protection and things security wise, you don’t have a number because you don’t know. So that was one of those few times when we could be like, Here’s your ROI on this. So, that was pretty nice to be able to show. Again, it made everybody feel more comfortable. Anytime there’s any conversation about why do we have Payment Works, I have multiple people … I don’t even have to say it anymore. There’s multiple people in the university that’s like, it’s not even a conversation. We’ve had multiple reasons as to why we have it and we’re not talking about it right now. Yes, it’s insane and not fair, and they’re not your highest paid person either.
Speaker 2 (23:24):
Right. Right. Okay.
Tisha Marshall (23:24):
So when we decided to … It helped that we knew it was coming. So when the project kicked off to start doing implementation, we’ve been still been talking about since we started the first implementation. We were still planning thinking about things. Oh, write that down, we needed to remember that and things like that. The people on University of Tennessee side on our IT team, they had great history with our system, so they knew all the ins and outs. We put in SAP in 2001, I believe. So they’re still working with us at University of Tennessee. They had great history behind knowing the setups and things like that. So that helped when we did that because they knew, okay, this piece goes here, this piece goes here. The mapping was quite intensive as to vendor set up, your fields and things like that.
(24:57):
That was pretty intensive on our side, but that also goes to how we set up vendors in SAP, the actual process that we go into and things like that. So anything that was difficult on the implementation, we kind of did to ourselves. But when you’re doing that in 2001 and not thinking about a feed coming in, sending supplier stuff in, it’s probably why. So one of those lessons learned, but it did go very smoothly. But I think also because we had that time, we knew how registrations were coming in, we knew how updates were coming in. We talked to a couple other universities who also had already done their feed from Payment Works into SAP, so that helped to understand some things that they went through. So, that collaboration was great. So doing the feed and understanding things and just trying to … the biggest thing was just taking data entry away.
(25:51):
I don’t want you typing in things. I don’t want you switching the zero and the one. Everybody does it, you always do it. So I just wanted to get that piece out of there, and that’s why the feed was so important to us was just eliminating that one more piece that could cause an error somewhere along the way. So that was why it was so important to us. But the actual process was pretty quick. There was extensive talking about it and history behind it before it kicked off, but that also is why it was so important to not do the feed right away because I think you really need to understand how that system works and you don’t know until your registration start coming through.
(27:01):
Well, [inaudible 00:27:02] take a vacation, which was just crazy. But once we got through, it was like we have all this information now. Let’s do deep dives into the vendors that we have in the system. Let’s do deep dives into them. Let’s start inactivating vendors after two years. That wasn’t a process we really had beforehand. So there was just pieces that we knew we could look into more, but we needed another person for it. I think that’s true with any process improvement that you have. You switch to a new system or you get something that automates things. I always tell people, I’ve had this conversation with my travel group as well because they’re like, well is this going to take a job away? I was like, no. Now you can do reporting and you can do analysis, and we can do that stuff that audit needs to be doing because that’s what we are. We’re auditors and accounts payable. We don’t enter invoices, we’re auditing.
(27:59):
But unfortunately, a lot of our time is spent clicking approve. So, that’s the piece I love getting down into. I love all those investigative shows. I’m a very big Gibbs fan from NCIS, so I like getting down shows in nitty gritty details. So Karen wanted to do that too. Well, the way to do that, we got to get another person. Plus you get a lot of questions. Hey, I have this invitation sitting out there, what do we need to do? So it was kind of also somebody to help do that question and answer piece about Payment Works because Payment Works has great help, great support, very responsive, but you guys don’t know what’s in our system. You don’t know when somebody’s getting paid or things like that. So there’s a UT piece of Payment Works too.
(28:52):
So we had to have somebody man that box, and so you need two people. You need at least two people to do a process because people get sick, people want to take vacations, things like that. So it was just a thing to do to grow the team and to say we’re going to start looking at this now with vendors. So to do that, we needed bank account verifications. So we needed to send them through Payment Works. So we did pull that report out of the system and you start sending invites, or you know start sending communications to them and bringing them through. That’s a lot of information. That’s a lot of work. So to get that done correctly, you want to get somebody to help so that nobody’s feeling stressed, nobody’s feeling overworked and the information is correct.
(29:48):
But that was a big push. We still try to get people off of checks and the checks just won’t go away. They’re always going to be there. So envelopes, the people that are … you got to fold the check, you got to stuff the checks. Yeah, all that stuff. So truly doing the deep dive and understanding vendor set up beforehand was something … Karen knew everything, but she knew it because she’s been doing it over and over. As a new person, if I could have had the time and opportunity to truly understand vendors set up at the time, it would’ve saved us a little bit of grief. Now that I know we’re going into Oracle, like okay, we’re changing how we set up vendors. You have to anyways.
(31:46):
But now that as we’re doing it and as we’re implementing it, we’re also keeping in mind that we have that feed. So knowing that information is going to be flowing into the system affects how things are laid out. So like I said, when they set up SAP in 2001, they weren’t thinking about that. They were going from AS 400 or whatever it was into SAP, so anything was an improvement. So they weren’t too worried about it. So now that we know we have a feed going in, we’re going to be able to take that into effect when we start changing how we set up suppliers. So that’s a big win for us.
(32:24):
Now if you’re staying in the same system, that’s not really something you can do, but just really taking that deep dive to understanding all the boxes that you fill in and why they matter. If you have ACH here and virtual payables here, does that screw things up? Because it does for us, and that was a big problem because you’d have one person set up, oh we want paid by ACH, and then they would add a remittance and say they want paid by credit card. That messes up our system. So it’s one of those things to better understand all those little pieces. So I’ve really take a deep dive into that. Do it from an outside view. Don’t just do it from the person who’s doing it now, because they know a lot of times. Sometimes it’s hard to think outside the box as to why we do things a certain way.
(33:16):
Right. Yeah, I hear it’s in policy a lot and I ask where because I haven’t read it. But it was in policy 15 years ago. So it’s the same thing, especially in university. In higher education, you have people who have done this job for a long time. You don’t see that a lot in the corporate world. You don’t see somebody who’s been in the same position or same area for so long. So here, you get that they bring all this information and they have all this history, but it may not necessarily be accurate now or enforceable now, but they’re holding onto it because they got that email or they got told. So it’s sorting all that stuff out too. So it’s nice to bring in an outside view on that, which is something we’re doing now. Something else we’re doing now that we can do since we’re currently in Payment Works is we’re going through all our vendors now and doing some mass invitations out to people.
(34:16):
People we pay a lot, so they don’t get marked as inactive, but we probably need some updated information because we paid you every month for 15 years, and you’re getting the money, but is the tax ID we have correct? Cause your corporation, it doesn’t really matter. So that’s the kind of stuff we’re doing now to kind of get that right data so that, when we feed it into Oracle, we have good data. I don’t want to bring over bad stuff. So, that’s a big initiative we’re taking on now is sending through more invitations to people we wouldn’t necessarily send them to. Which is fun when people are like, what is this email? What is this about?
(34:57):
Yes, why? But it’s just getting the data. You need to make sure you got some good data. We didn’t feed over any inactive vendors into Payment Works when we did our kind of data dump at the beginning just because I didn’t want them in there. It’s like I don’t even know if we’re going to pay them. They could have been in the system since 2001 and never been paid, so if they’re not active, we’re not sending them over. So that was a big piece of it.
(35:26):
Yes, for a second, yes. There will be a brief moment in time. Well, I think definitely when you think about switching people’s payment methods. We touched on checks to ACH. That’s a big one because you’re getting that verified bank information so you can feel confident the information, and you’re saving money. Most people, you know how much stamps are, you know how much envelope can cost, you know how much a check will cost. So you can put those numbers together pretty quickly as to how much you would save per vendor just on supplies. Not to mention time. Voiding the check, the check it’s mailed back, all that fun stuff.
(36:43):
So also switching people check to, we have an se-payable program, so that’s where we email out a credit card number to people, one time use credit card. We get a rebate on that. You not only talk about saving money, we’re gaining money on those because it’s on our credit card program. So we did a big push with the bank that we use, plus with Payment Works to push that out because, even though it’s a credit card and you feel safer about it, you still want that email address to be correct. So we send them through Payment Works to do any changes to that email address so that we feel verified with that. We treat that email address the same as we treat a bank account information.
(37:23):
We don’t give that information out. Where we’re sending that email to, it has to be verified through Payment Works. That way we feel safe and secure that the payment’s going to the right place. Even though it’s a one time use credit card, we still want it to go to the right place because somebody gets you once, that’s one time too many. The risk with the unverified information, the IP addresses, things you don’t check because you don’t know you need to check them. We didn’t even think about checking the IP address associated with an email address. That didn’t even register to us. We thought about going into the IRS to get into the database, but you have to set up a personal profile with your personal information to surface that stuff. So your vendor people don’t want to do that.
(38:14):
I don’t blame them for not wanting to do that. So, that was just a lot of it. And the time. How long would it take her to verify IRS information, to verify an IP address, and then to call and try to verify their bank account. That’s a lot of time. Whereas we have a team behind us at Payment Works who does it. So those are a lot of the ways to state the case. You can always throw out the potential for fraud, and it’s a great case and it’s true, but it’s hard to put the money behind that unless you have previous instances and you could go and see. We had one that happened before we went to Payment Works and we sent it to you guys and said, would you guys have caught this? They said yes because of this.
(39:01):
If they had went through registration, this would’ve got caught this way. So if you have instances where it happened before, you can look through the process and see if Payment Works would’ve caught it. So that could give you an ROI on it, but there’s a lot of safety. You’re going to keep your people, your wellness, how happy your people are. The morale of your office is better when they don’t feel like the weight of the world is on them and they’re going to get blamed for something that’s really not their fault. So that’s a lot of it as well. That’s not bad at all. They have the best terms. We’re like, we pay you right away if you want to get paid by credit card. They don’t feel bad about leaving their seat throughout the day.
(40:35):
You can go. Absolutely.
Speaker 2 (41:05):
Thank you. Thank you.
Tisha Marshall (41:11):
Thank you. Have a great day.
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