Sign In

Frank Bozzo

Risk Outsourcing at Mercury | ex-Stripe

Frank Bozzo is a Senior Program Manager in Vendor Management at Mercury. He has transitioned to this role after nearly 10 years at Stripe, where he gained extensive experience in operations and vendor management. His professional background highlights a strong focus on building and developing scalable processes within organizations.

In addition to his role at Mercury, Frank is active on LinkedIn, where he shares insights related to vendor management and operational strategies. His posts reflect a commitment to learning and development within the industry, emphasizing the importance of effective outsourcing practices for startups.12

Highlights

Aug 27 · linkedin

If you work at a startup, and have somehow found yourself responsible for bringing in new vendors, here are some tips:

Remember that you’re the buyer, and the buyer has options

Often, when startups come to the decision to buy vs build, they do so because there is an exigent circumstance or acute resource constraint requiring a quick solution. This, especially when coupled with a lack of experience negotiating vendor relationships and contracts, can cause you to misinterpret the buying process such that you believe (and signal externally) that you’re being done a favor… the vendor is solving your problem… but this is inaccurate. You are the buyer. The buyer inherently has the advantage in any negotiation. Do not give that away, even if you feel that you do not have viable alternative options in the moment.

Salespeople are lovely, but they’re probably not your friends and you don’t owe them anything beyond honesty

Sales is about people… and people are irrational, status- and validation-seeking beings. A good sales person will build rapport, do you favors, and try to create expectations around what happens next… a cynical (and mostly unfair) view of these tactics is that they leverage affinity to motivate guilt-based actions (“Are you really not going to pull the trigger after all we did to get that evaluation done for you so quickly?”). While you never want to waste anyone’s time, as the buyer, you can control the progress of events. Excess pressure to close a deal against an arbitrary deadline, or due to some personal appeal, is often a tactic.

Always anchor commercial conversations against commercial benchmarks

Finally, when it comes to negotiating price, do not allow your view of the vendor’s value to become abstract (X new capacity, needed scalability, higher quality, automated processes, etc…). Always index on what you can measure quantitatively, which, for startups, is often the cost of doing the process manually. It is not important that the manual process doesn’t scale, is problematic, or otherwise untenable. It’s also not important that you’re not seeking this relationship solely for cost savings. For the purpose of the negotiation, inaction is always the default, and quality improvements are dubious (“Sure, it looks like this is better than what we’re currently doing, but if it isn’t cheaper, why should we do it?”). Put the onus to quantify value above cost savings to the vendor, and be reasonably skeptical when they do.

Hope these help! Let me know what you think. And apologies to all the sales folks (I don’t do any of these things with you, and we’re all really friends).

#startups #vendormanagement #negotiation

May 15 · linkedin

This is probably very niche, but after a great conversation with some colleagues at Mercury, I've been thinking about how L&D teams can expand their scope and win resources within Vendor Management organizations. I think it comes down to two things, which on their surface, may not seem very L&D-ish.

  1. Shift 50% of strategic focus to building a strong governance model for BPO training initiatives. The vendor L&D team should be arbiters of training philosophy, standards, and requirements (which will significantly differ from those used internally). Especially for those new to outsourcing, it can seem a bit gross to be really prescriptive here, but things like clear graduation requirements, gating frameworks, and assessment strategies help both the business and the vendor, and ultimately serve the agents.

  2. Take full ownership of the first 90 days of the agent lifecycle. To do this, you'll likely need to start by creating visibility into performance by tenure as a metric, and measure the impact of low tenure on overall performance. Align team OKRs around things like time to ramp, early tenure regretted attrition, graduation rate, and rolling 90 day quality and productivity (as expressed by % to target). Doing this will allow you to more easily tie training initiatives to operational metrics, demonstrate ROI, and win additional resources.

Does anyone else have thoughts on this topic? Or disagree? What did I miss?

#vendormanagement #learninganddevelopment #vm #training

Related Questions

What are Frank Bozzo's main responsibilities at Mercury?
How did Frank Bozzo transition from Stripe to Mercury?
What topics does Frank Bozzo cover in his presentations?
What is Frank Bozzo's background in vendor management?
How has Frank Bozzo's career evolved over the years?
Frank Bozzo
Frank Bozzo, photo 1
Frank Bozzo, photo 2
Add to my network

Location

Portsmouth, New Hampshire, United States