Roger McNamara, Director of B2B Payments at Visa, joins B2B Vault to discuss smarter B2B payment policies, card acceptance, virtual cards, ACH, Level 3 data, and how suppliers can improve cash flow.
Presented by Allen Kopelman, CEO — Nationwide Payment Systems-Host of B2B Vault: The Biz2Biz Podcast
Adam Spector of Chore.ai
In this episode of the B2B Vault Podcast, host Allen Kopelman sits down with Roger McNamara, Director of B2B Payments at Visa, to address a critical flaw in wholesale and business-to-business commerce: suppliers acting as zero-interest lenders for their buyers. By granting lengthy payment terms and subsequently accepting high-fee commercial cards at the very end of the cycle, suppliers absorb a double financial hit that stalls internal capital and erodes net margins. The conversation maps out how to combat this cash flow drain by implementing strict, enforceable corporate payment policies. The foundational tool discussed is rules-based payment acceptance—leveraged via platforms like NPSONE Smart Invoicing—which automatically restricts card options after an early-payment window (e.g., 10 to 15 days) closes, leaving low-cost ACH bank rails as the remaining alternative. Additional strategies covered include replacing risky phone-in card billing with secure digital payment links, mandating automated recurring enrollment for ongoing accounts, and capturing itemized Level 3 data to automatically qualify corporate transactions for lower wholesale interchange rates.
In B2B payments, one of the biggest mistakes suppliers make is also one of the most common:
They act like the bank for their customers.
They sell the product.
They ship the goods.
They provide the service.
They wait 30, 45, 60, or even more days to get paid.
Then, after financing the customer’s purchase for weeks, they accept a credit card and pay the processing cost on top of it.
That is not a payment strategy.
That is a cash flow problem.
On this episode of B2B Vault: The Biz to Biz Podcast, host Allen Kopelman welcomed back Roger McNamara, Director of B2B Payments at Visa, for his third appearance on the show. We want to thank Roger for joining us for his 3rd appearance on B2B Vault, and his incredible insights into B2B Payments and what business owners can do to improve cash flow.
The topic was one every B2B supplier, wholesaler, distributor, manufacturer, service provider, and business owner should be paying attention to:
How do you stop being your customer’s bank and start using smarter B2B payment strategies to improve cash flow?
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In consumer payments, the transaction is simple.
A customer goes to a store, buys a product, pays at checkout, and the transaction is done.
But B2B is different.
A buyer places an order.
The supplier ships the product or provides the service.
The buyer receives payment terms.
Then the supplier waits to get paid.
Historically, many B2B buyers paid by check or ACH after receiving terms. Over time, cards became more common in B2B, but many suppliers never updated their payment policies.
That created a major problem.
A supplier may offer net 30 terms, but the buyer pays at day 45 or day 60. Then the buyer wants to use a card.
Now the supplier has done two expensive things:
As Roger explained, that is like getting hit twice.
The supplier is acting like the bank and then paying the transaction cost at the end.
That is not how B2B card acceptance should work.
Many B2B suppliers look at card acceptance and see only the processing fee.
That is the wrong lens.
Cards can be a working capital tool when they are used correctly.
The key is timing.
If a business allows buyers to pay by card at day 60, the supplier has already lost much of the working capital benefit. But if the supplier creates a policy where card payments are accepted earlier in the cycle — for example, up to day 10 or day 15 — the card can help speed up cash flow.
The buyer still gets flexibility because they can pay with a card and then receive additional time through their card issuer.
The supplier gets paid faster.
That is where the value lives.
The goal is not simply to accept more card payments.
The goal is to accept card payments in a way that makes financial sense for the supplier.
Allen and Roger discussed one of the most overlooked concepts in business payments:
If you are waiting 45 or 60 days to get paid, that Money is not available to run your business.
It is not available for inventory.
It is not available for payroll.
It is not available for marketing.
It is not available for new equipment.
It is not available to pay down debt.
It is not available to earn interest.
It is not available to invest back into Growth.
When interest rates and borrowing costs are high, slow receivables become even more expensive.
A company that is borrowing money to support receivables may be paying a significant cost of capital. Even a company that is cash-rich still has an opportunity cost. That money could be earning interest or being reinvested into the business.
That is why smart B2B payment policies matter.
Getting paid faster is not just convenient.
It can directly improve the financial Health of the business.
One of the strongest messages from the episode was simple:
If a buyer needs float, they may have access to credit lines, business credit cards, corporate cards, purchasing cards, virtual cards, or bank financing.
The supplier should not automatically become the financing source by offering open-ended terms and accepting late card payments without a strategy.
This does not mean suppliers should never offer terms.
Terms are a normal part of B2B commerce.
But terms need structure.
A supplier should know:
How long are we willing to wait for payment?
Which payment methods are available at each stage?
When does card acceptance make sense?
When should ACH be the only option?
When should new orders be paused until past-due balances are paid?
How do we communicate this policy to customers?
Without a payment policy, buyers will usually do what benefits them most.
And if the supplier allows late card payments, late checks, and loose collections, many customers will continue using those options.
When Allen asked Roger what every B2B company should review before the end of 2026, Roger’s answer was clear:
If you do not have one, create one.
If you already have one, make sure it is enforced.
A good B2B payment policy should define:
When payment is due.
Which payment methods are accepted.
When credit cards are accepted.
When ACH is required.
What happens after the payment deadline.
Whether checks are still accepted.
Whether payment links are used.
Whether customers are placed on automatic payments.
Whether new orders are blocked for past-due accounts.
This is where many businesses need to modernize.
A supplier should not simply say, “We accept cards.”
The better question is:
That is how card acceptance becomes a working capital strategy instead of just another cost line.
See what getting paid faster is worth to your business – use our calculator here – https://nationwidepaymentsystems.com/what-is-slow-payment-costing-your-business/
One of the most important ideas from the episode was rules-based payment acceptance.
This means the payment options available to the customer can change based on timing, invoice status, or business rules.
For example:
A customer receives an invoice.
For the first 10 or 15 days, they can pay by credit card or ACH.
After that window, the credit card option disappears.
ACH remains available.
This allows the supplier to encourage faster card payments while avoiding the problem of paying card fees after financing the receivable for too long.
Allen explained that with NPSONE Smart Invoicing, businesses can control payment options and remove credit card acceptance after a certain point, leaving ACH as the available option.
That matters because most B2B suppliers do not just need a way to take payments.
They need a system that supports a payment policy.
Another key topic was the shift away from taking card payments over the phone.
Phone payments create risk and friction.
A customer reads a card number.
Someone types it in.
A digit gets transposed.
The wrong card is charged.
The customer has to be refunded.
The business looks unprofessional.
The team wastes time fixing the problem.
Payment links solve much of that.
With a payment link, the customer receives the invoice by email or text, clicks the link, reviews the amount, and enters their own payment information.
It is faster, cleaner, and more convenient.
It also matches how consumers and business buyers already pay many bills today.
During and after the pandemic, payment links became a normal part of commerce. Customers are used to clicking a link and paying.
For B2B companies, payment links can reduce collection calls, reduce errors, improve customer experience, and speed up cash flow.
Allen shared a real-world example of a business that had multiple people sitting around making collection calls.
Customers owed monthly fees.
Nobody was paying on time.
Staff had to chase payments.
The business was constantly waiting for money.
The solution was simple:
Move customers to automatic payment by card or ACH.
New customers were required to enroll.
Existing customers were gradually moved over.
Instead of chasing payments every month, the business began collecting automatically.
The result was a major cash flow improvement.
For businesses with recurring monthly billing — such as accountants, bookkeepers, agencies, service companies, software providers, consultants, and professional services firms — automatic payments can be a game changer.
Instead of asking, “Where is the check?”
The business gets paid.
Roger and Allen also discussed the growth of virtual cards.
Virtual cards are commonly used in B2B payables programs. A buyer may receive a single-use virtual card tied to a specific invoice amount.
For example, if the invoice is for $2,849.12, the virtual card may only be valid for that exact amount.
That creates control, security, and automation.
Roger noted that virtual card usage continues to grow in B2B because it can be efficient for buyers, banks, and suppliers when implemented correctly.
Large companies often use payables programs where a bank generates a virtual card or automated payment for approved supplier invoices. The buyer gets payment flexibility, and the supplier may receive funds faster.
For suppliers, the key is understanding how virtual cards fit into their payment policy and cost structure.
A virtual card can be valuable if it accelerates payment.
It can be painful if it arrives late after the supplier has already financed the receivable.
Again, timing is everything.
Even with all the Innovation in B2B payments, checks are still around.
Roger noted that check volume has declined, but there are still trillions of dollars moving by check in the United States.
That may sound unbelievable, but many businesses keep writing checks because suppliers still allow it.
As Roger put it, people will keep doing what you allow them to do.
If a supplier continues accepting checks with no friction, some customers will keep sending them.
If the supplier creates a better payment policy — payment links, ACH, card options, automatic payments, or fees for check handling where appropriate — behavior can change.
The business owner has to decide:
Do we want to keep letting customers pay the old way?
Or do we want to modernize how we collect money?
The B2B payment world is full of buzzwords.
ACH.
Same-day ACH.
RTP.
FedNow.
Virtual cards.
Embedded payments.
Payment orchestration.
AP automation.
Level 3 data.
APIs.
Working capital tools.
The challenge is that many business owners and Finance teams are not payments Experts.
They are experts in their own business.
They know manufacturing, distribution, wholesale, healthcare, construction, software, food service, automotive, logistics, or professional services.
Payments are often just one part of their job.
That is why B2B businesses need knowledgeable payment partners who can explain what matters and cut through the jargon.
For many companies, the priority should not be chasing every buzzword.
The priority should be getting the basics right:
Are we getting paid fast enough?
Are we using the right payment methods?
Are we sending payment links?
Are we using ACH where it makes sense?
Are we accepting cards at the right time?
Are we passing Level 3 data when available?
Are we using the correct SIC/MCC code?
Are our descriptors accurate?
Are we reducing manual work?
Are we making it easy for customers to pay?
Those fundamentals can matter more than trendy language.
For B2B companies, card acceptance is not just about turning on a merchant account.
Setup matters.
If a business accepts commercial cards, purchasing cards, or certain corporate cards, Level 2 and Level 3 data may help qualify transactions for better interchange categories when applicable.
That requires the right gateway, the right data, and the right setup.
Allen explained that NPSONE Smart Invoicing can support invoice workflows where Level 3 data is pushed when the card qualifies.
The correct business category is also important.
Using the wrong SIC or MCC code can create unnecessary costs or approval issues. The payment setup should reflect what the business actually sells, how it sells, who it sells to, and the risk profile of the transactions.
In B2B, details matter.
A poorly configured payment setup can create higher costs, more friction, and missed optimization opportunities.
Many companies use fractional CFOs, fractional CROs, outsourced HR, outside accounting firms, and consultants.
Allen raised an important idea:
Some companies also need a chief payments officer or fractional payment expert.
This is especially true for companies with:
Multiple websites.
Multiple merchant accounts.
High transaction volume.
Large invoices.
B2B card acceptance.
Virtual card payments.
Recurring billing.
Payment links.
ACH volume.
Multiple processors.
Multiple gateways.
Complex reconciliation.
High interchange costs.
Unclear payment policies.
Payments are no longer just a back-office function.
For many businesses, payments are directly tied to cash flow, customer experience, working capital, risk, and profitability.
If a company is processing millions of dollars and does not know who to call when there is a problem, that is a red flag.
A good payment partner should help the business understand the setup, optimize costs, manage risk, and improve how money moves.
Allen Kopelman and NPS can be your Payments Expert! Book a free strategy session!
Surcharging has become common in many industries, but Roger made an important point:
Surcharging can be punitive to the buyer, and it is often used because the supplier does not fully understand the value they could receive from faster payment.
If a business can use card acceptance to get paid faster, it may not need to surcharge.
The better strategy may be:
Accept card earlier in the payment cycle.
Use payment links.
Create clear terms.
Use ACH after a certain date.
Automate recurring payments.
Reduce collection calls.
Improve working capital.
That approach can create a better customer experience while still improving the supplier’s cash flow.
Surcharging may have a place in some payment strategies, but it should not be the first and only answer.
The first step should be reviewing the full payment policy.
If you run a B2B company, this episode should make you stop and look at how your business gets paid.
Here are the questions to ask:
Are we still waiting too long to get paid?
Are we letting customers pay by card too late?
Are we still accepting checks because “that’s how we’ve always done it”?
Are our customers paying by phone when they could use payment links?
Are we using ACH for the right customers?
Are we using automatic payments for recurring billing?
Are we supporting virtual cards properly?
Are we passing Level 3 data when available?
Do we have clear payment policies?
Are those policies enforced by our invoicing system?
Are we acting like a bank for our customers?
If the answer to that last question is yes, it may be time to modernize.
B2B payment acceptance should not be treated as a basic utility.
It is a cash flow strategy.
The way you invoice, the way you accept cards, the way you offer ACH, the way you handle virtual cards, the way you enforce payment windows, and the way you communicate terms all affect your bottom line.
Your customers already have banks.
Your customers already have cards.
Your customers already have financing options.
Your job is to sell your product or service and get paid in a way that supports your business.
That is the heart of smarter B2B payments.
Stop being your customer’s bank.
Use payment tools that improve cash flow.
And build a payment policy that works for your customers and your bottom line.
B2B Vault: The Biz to Biz Podcast is hosted by Allen Kopelman and powered by Nationwide Payment Systems. The show features conversations with leaders in payments, fintech, entrepreneurship, business growth, Technology, and B2B strategy.
Nationwide Payment Systems helps businesses with merchant services, payment processing, NPSONE Smart Invoicing, payment links, B2B payments, Level 3 data, ACH, recurring payments, E-Commerce gateways, and customized payment solutions.
To learn more, visit NationwidePaymentSystems.com.
Roger McNamara is the Director of B2B Payments at Visa. He has decades of experience in commercial card acceptance, B2B payments, payment economics, and helping businesses understand how card acceptance can support working capital and cash flow strategies.
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