People of WePay: Dina Bunting, Director of Relationship Management
WePay’s Relationship Management team is the frontline for making sure that we work effectively with our customers to make sure that they are able to implement and operate their payments effectively and solve their business needs around payments.
What does relationship management mean to you?
I think relationship management is a bit of a misnomer. It’s really relationship building. You get to know the people that you work with, not only on a business level but on a personal level. When you spend a good amount of time together it helps to have a relationship built on mutual trust and respect.
You also need to know what will help your partners reach their goals. If you have the right kind of relationship you can have really open and honest conversations that will help both parties achieve their goals.
How did you come to work in RM?
I was previously in a database/statistical modeling role. We discovered that the statistics team really needed someone to interpret the data and put into actionable business terms. I liked transforming numbers into a business story with actionable items. Because of that I was then able to work across the organization (marketing, partnerships, etc.) and that experience led to me being offered a position with the RM team.
What keeps you interested in your work and helping our customers?
Every day and every relationship is like a new puzzle. I get to work with a wide variety of people with varying needs and help solve those puzzles. It’s being exposed to and learning from that variety that keeps me excited every day!
Why is RM important to WePay and how do we go about making sure we deliver value?
The RM role is important because people don’t “care” about payments technology, they care about getting paid for the services or products that they delivered.
Our role is to really help our partners make payments easier for their customer, the merchant. Merchants want to sell products or services, get paid, and run their business. They don’t want to face any other challenges than they already have. The same is true for fundraisers – they just want to help someone. So we help our partners and their merchants or fundraisers focus on their core business and not worry about the payment portion.
What’s a lesson we’ve learned in working with customers and RM and how do you implement it?
The biggest lesson I’ve learned was actually from one of my former leaders. He asked me, who would you rather work with a friend or an associate? Of course, I said friend. Establishing that friendly relationship and trust allows you to have honest and open discussions, enjoy the successes and work through the challenging times.
How do you measure success in RM?
Of course I work to measure success through metrics, but typically the greatest measure is if a partner would act as a reference for our company and product.
What’s a great lesson you’ve learned in helping our customers that everyone could benefit from?
Listen and ask questions. Many times, people want to drive to solution right away. I have found that usually results in solving an immediate issue but not the core issue.
Can you share a story about how your team helped a customer and how it highlights the importance of this role?
We had a situation where a partner suspected fraud with a fundraiser’s customer. They were going to decline a customer’s transactions because of a high volume of small and frequent donations in similar amounts. Because it was high volume, that partner came to us looking for advice. We investigated together and it turned out that the donations were in numerical amounts that reflected good luck or blessings.
Because we had open communications, the fundraiser’s work was not interrupted, the partner was happy and good luck was passed forward!