We’re excited to introduce you to the always interesting and insightful Jeff Brodsly. We hope you’ll enjoy our conversation with Jeff below.
Jeff, thanks for joining us, excited to have you contributing your stories and insights. Talk to us about building your team? What was it like? What were some of the key challenges and what was your process like?
Starting my venture into the FinTech realm, specifically within the payment processing sector, was a journey that kicked off from the ground up. Starting as a sales rep, I took on the role of making calls and delved deep into the industry’s intricacies, armed with nothing but my determination and sales expertise. What began as a solo endeavor swiftly transitioned into a collaborative effort, as I laid the foundation, set up crucial operations, and most importantly, forged the identity that would eventually become synonymous with Chosen Payments.
From day one, the mission was clear, but the resources were tight. The balance between setting up a new office, establishing operations, and building a team was delicate. Despite the financial constraints, I was fortunate to have a few dedicated team members who believed in my vision and were willing to join me on this journey. These were individuals I knew personally—some were associates who admired my passion and aggressive sales approach, while others were colleagues from previous ventures who trusted in my leadership and were drawn to the opportunity of building something significant from the ground up.
Recruiting the first few team members was a mix of strategy and necessity. I looked for people who not only shared my vision but also brought a complementary set of skills to the table. The interview process was as much about understanding their professional capabilities as it was about gauging their commitment to the long-term success of the business. In those early days, every hire was crucial. We needed individuals who were versatile, dedicated, and ready to wear multiple hats, as we were building the company’s foundations.
I approached recruiting both traditionally and strategically. It was essential to ensure that every new team member was not just a fit for the role but also aligned with our company culture. Some hires didn’t pan out as expected, but each person brought something to the table, contributing in their way to the company’s growth. This period of trial and error was an invaluable learning experience, shaping our hiring practices and refining our understanding of what we needed in our team.
My journey from sales representative to CEO involved playing every role imaginable within the company. This hands-on approach was not just about understanding the business from the ground up but also about establishing a culture of humility and hard work. When I decided to split and start my own venture, this experience was instrumental. It taught me the importance of building a strong, cohesive team—people who were not just employees but partners in the truest sense. I am a huge believer in helping people identify strengths they may not see themselves and then setting them up to maximize their natural potential. This principle has proven to be extremely successful as many of my top C-level team members today are the same people who were hired 10+ years ago in entry-level roles. Our collective C Suite today makes up some of the most talented individuals in the world, which makes us special!
The early days were challenging, marked by long hours, relentless sales calls, and the constant pursuit of growth. However, they were also incredibly rewarding. Building from the ground up, with a dedicated team by my side, was a testament to what can be achieved with the right mix of vision, passion, and people who share that vision.
This entire journey, with its blend of triumphs and challenges, played a pivotal role in shaping the foundation for my current endeavor, 100GROUP. The insights acquired, connections fostered, and deep comprehension of the FinTech landscape honed during my past career have been instrumental in forging the innovative approach behind 100GROUP. In this new chapter, we’ve elevated our ambitions, drawing on previous experiences to offer an unmatched level of luxury in business services. My history hasn’t just provided me with the requisite knowledge; it has imbued me with the assurance needed to pioneer and steer in this domain, making 100GROUP a reflection of a well-navigated journey and assimilated lessons, as we aspire to redefine industry standards.
Looking back, I think there are several small things I would have done differently, but as they say, knowledge is power and it’s through these experiences that we refine our approach and drive forward with even greater determination and insight. While hindsight offers clarity on what could have been adjusted, these reflections are not regrets. Each step, decision, and pivot has contributed to the strength and vision of 100GROUP, guiding us toward a future where we continue to set new benchmarks for excellence in the industry. Better financial budgeting and strategic planning from the outset and being careful when working with family and friends are among the things I would do differently. Additionally, I would have ingrained the mindset of building the company as if we were preparing to sell it tomorrow – not that we would be selling tomorrow. This mindset isn’t about the intention to sell but fostering a mindset of operational excellence and fine-tuning every aspect of the business right from the start, rather than continuously working on small tweaks.
Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.
Starting my adventure in payment processing, FinTech, and business services I’ve always been motivated by a singular mission: to deliver unparalleled value and service to my clients. My entrepreneurial journey began with the launch of Chosen Payments, a specialized credit card processing venture that I cultivated from its inception as a one-man sales operation in 2008 into a prominent credit card processing company with over 150 staff and associates, recognized globally for its excellence and innovation. Through sheer determination and a focus on providing exceptional service, Chosen Payments grew to process over $8 billion annually, in credit card processing sales, becoming a hallmark of success in the payment processing space. The decision to merge the company into a consortium including prestigious names like Goldman Sachs and Prudential Capital was a significant milestone, marking the culmination of one chapter and the beginning of another.
With the wealth of experience and lessons learned from my 11 years of building Chosen Payments, I saw an opportunity to elevate the business services industry further. This vision led to the creation of 100GROUP, a venture that builds upon the foundation of delivering “the luxury experience” to the business community. At 100GROUP, we strive to be more than just a service provider; we aim to be a luxury concierge for our clients, offering a comprehensive suite of products and services that address the essential needs of business owners.
Most if not all business owners in America have multiple vendors for products/services such as credit card processing, business management software, business phone systems, and business insurance. 100GROUP takes vendor management and inefficiency out of operations for small and midsize businesses by providing all these services under one concierge-level platform. Our commitment is to ensure that every client enjoys next-level VIP customer service, 24/7, 365 days a year – as business owners have strangely become isolated from their vendors and receive far less than 100% of what they deserve. We have changed that narrative.
100GROUP has emerged as one of the top FinTech leaders in the U.S. that is privately owned and debt-free. Through our FinTech strategy, we have acquired and built 7 different business management software solutions over the past 3 years. These solutions focus largely on the pet care and government sectors, as the need to improve how business and technology interact in those areas is abundant and 100GROUP’s companies are changing the game here.
100GROUP represents the evolution of my journey, combining the best practices, leadership, and innovative spirit that have always driven my ventures. Our philosophy is simple: businesses deserve 100% dedication from their vendors. By saving our clients both time and money and providing an unmatched luxury experience, we empower them to reach their maximum potential. Our approach is holistic; whether clients engage with our full business concierge platform or utilize a single service, they receive the highest level of care and support.
As we continue to support clients ranging from small businesses to some of the world’s most recognized brands, 100GROUP stands as a testament to what is possible when service, innovation, and leadership converge. Our promise is straightforward—if your current vendors aren’t giving you 100%, then your business isn’t achieving all that it can. With 100GROUP, you’re not just another number in a call center queue; you’re a valued partner deserving of royal treatment. This is the essence of 100GROUP and my personal commitment to the business community. We’ve established a reputation for excellence, and as we expand our services across the U.S., we remain dedicated to being the strongest leaders the industry has ever seen.
The journey from Chosen Payments to 100GROUP is more than a story of business growth; it’s a narrative of relentless pursuit of excellence and a deep-seated desire to make a lasting impact on the businesses we serve. It is a story of a strong team set out to solve a large problem and instead of taking the easy way out, we have built from the ground up and now serve over 8,000 business clients across the U.S. The 100GROUP leadership team and all staff of our company are second to none while not only providing the best-in-class, but our team also has the most passion and operates under an amazing culture – making this journey the utmost fulfilling.
How’d you build such a strong reputation within your market?
Building 100GROUP’s reputation has truly been an exciting and layered journey. It all started with a simple, yet ambitious goal: to change what businesses expect from their service providers. This goal wasn’t just something we hoped to achieve; it became the backbone of everything we did, from the way we branded ourselves to how we interacted with every client. We’ve always aimed to elevate the standard of service, treating each partnership with a high level of attention and care, and ensuring that trust and respect are at the heart of every interaction.
One key to this success in brand recognition is very simple, yet a principle many vendors do not follow. It is simple – deliver what you say you will, and do not overpromise – ever! By simply honoring our word, our brand recognition and credibility go through the roof as business owners are used to vendors that fail to deliver. When they meet a vendor (us) that does what they say they will do and overachieves, the organic brand credibility waterfalls to others. From these positive experiences we deliver to our clients, they take it upon themselves to spread the word about us and our reputation flourishes as a result.
Another way we have established a reputation of trust is by being physically present with our clients and the industries we serve. And we do not mean simply answering a phone when a client calls. What we do is go above and beyond to rub shoulders, break bread, and spend face time with the industry. By showing who we are, in person, and taking the time to attend industry events, we have been successful in building a brand of “people” vs the brand of a “company”. As our CEO I attend as many in-person events as possible, and our executive team is always present. Clients and prospective clients show huge respect for this as most other vendors do not have their key staff at events. Reputations are further solidified or built when we are face to face with clients and we humanize the relationship.
A significant part of our approach has involved sharing our knowledge and insights, not just to contribute to the conversation but to lead it. We’ve embraced our role as thought leaders, eager to share what we’ve learned and to help shape the direction of the FinTech industry and continue our almost two decades of payment processing expertise. This effort has been bolstered by our partnerships, which have helped us spread our message further and bring our vision to life. By providing education and insights, without trying to sell anything, we prove to be an authority who truly cares about the businesses within the industry.
We’ve also been proactive in setting higher standards for the industry, not satisfied with the status quo but always looking to improve and innovate. This drive, coupled with our commitment to giving back through corporate social responsibility, has helped us stand out not just as a business but as a force for positive change in FinTech & Payments.
In essence, our journey in building 100GROUP’s reputation has been about more than just business success; it’s been about setting a new benchmark for service, innovation, and responsibility in the FinTech world. It is about building a trusted brand in which our clients become our ambassadors and our staff proves our dedication.
How do you keep your team’s morale high?
My advice for managing a team and maintaining high morale is rooted in the principles that led 100GROUP to be recognized as the “Best Place to Work” in 2023. First and foremost, prioritize your team’s well-being and professional growth. This means not only providing opportunities for career advancement but also ensuring that every team member feels valued and understood. A culture that celebrates achievement and fosters continuous learning is key to empowering employees and encouraging them to bring their best selves to work each day. Remember, work hard, play harder – it’s a philosophy I’ve always believed in. Balancing dedication to our goals with enjoying life’s moments fosters a thriving team dynamic and contributes to our collective success.
Second, maintain a strong commitment to work-life balance. Recognize that your team members have lives outside of work and respect their time and commitments. This balance is crucial for preventing burnout and keeping morale high. When employees feel their personal time is respected, they’re more engaged and productive during work hours. I believe that I put more emphasis on our staff’s home life than any employer out there. While I have very high standards for productivity while at work, I have developed a culture where home life should come first. Morale comes from within and if any one staffer has something going on within (we all have stuff going on) they are not able to give 100% to the company/the clients. In such, I strongly push and encourage our staff to take time for themselves and take a break from the business. Additionally, I am a firm believer in self-growth therefore part of our work-life balance comes from the company exposing the staff to extremely exclusive life coaches, company retreats, and continued encouragement for staff to take time off to recharge.
Third, foster a sense of community and purpose within your team. Our dedication to giving back to the community and supporting local initiatives has not only positively impacted our surroundings but has also built a stronger, more united team. When employees see their work contributing to a greater good, it enhances their sense of purpose and satisfaction with their job.
Finally, cultivate a family-like atmosphere where open communication, mutual respect, and support are the norms. Encourage your team to voice their ideas and feedback, and ensure they know that their contributions are appreciated. When employees feel like they’re part of a supportive and caring community, it naturally leads to higher morale and productivity.
In summary, managing a team effectively and maintaining high morale is about much more than just overseeing work—it’s about caring for your team members as individuals, supporting their growth, and creating an environment where they feel genuinely happy to be a part of.
Contact Info:
- Website: https://100group.com and https://www.jeffbrodsly.com
- Instagram: https://www.instagram.com/weare100group/
- Facebook: https://www.facebook.com/the100group/
- Linkedin: https://www.linkedin.com/company/100-group