After the EModal acquisition, CargoSprint operated a portfolio of payment products — credit, ACH, and lending-style offerings — across a complex and growing customer base. Pricing had not been revisited at scale, and credit limits were structured at the user level rather than the company level.

The result: high-volume accounts were transacting below the minimum profitable rate, and credit exposure was misaligned — enterprise-level customers held credit across individual user accounts rather than at the company level, creating both revenue drag and risk.

• Performed cost-per-transaction analysis across credit, ACH, and lending products to establish the true minimum profitable rate for each product type
• Segmented customers by volume strata — large, medium, and small — and proposed tiered pricing appropriate to each segment
• Identified highest-value correction targets: high-volume accounts transacting at rates that didn't cover costs
• Designed the credit restructuring concept: move from user-level to company-level credit allocation, distributing credit across branches proportional to transaction volume
• Built the financial model and recommendation deck; supported implementation through executive and revenue stakeholders

Pricing corrections on high-volume accounts recovered approximately $10M in revenue. Credit restructuring reduced enterprise exposure by consolidating user-level limits into company-level controls with volume-proportional branch allocation — right-sizing credit where it was needed and eliminating overexposure where it wasn't.