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We're adding some pretty fundamental new capabilities to Stripe accounts. • Hold and convert balances in major currencies. (Including stablecoins.) • Send and receive over local bank rails. (Operate locally, globally.) For sending, you only need an email address. • Instantly issue a card backed by a balance. Over...

185,064 просмотров • 11 месяцев назад •via X (Twitter)

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So far, machine payments have mostly been about businesses accepting stablecoins. And stablecoins are great (cross-border, low cost, etc.)! But much of the planet is holding a card. 🤖 💳 🌎 Here’s a 📺 sneak peek demo from Steve Kaliski of how a business can programmatically accept cards via agents. As an example: Stripe Climate is a way to contribute to carbon removal funding. Stripe Climate implemented the Machine Payments Protocol using the Stripe API, so agents can make micropayment donations ( In addition to accepting stablecoin (specifically usdc on Tempo), agents can now pay with fiat methods, namely cards and Link (and soon buy-now-pay-laters) via Shared Payment Tokens (SPTs), using the same Machine Payments Protocol integration. Human buyers, their agents, and businesses each have their own preferred methods of payment. Humans often already have a card. Agents may prefer stablecoins. Businesses tend to want to accept any form of payment, as long as it is high conversion, low fraud, and properly priced. For microtransactions, stablecoins are a low-cost way (no fixed card fee) to transact. But if you want to tell your agent to donate $100 on your behalf, a card may be the preferred solution. If you’re a business and want to accept machine payments, whether over stablecoins, cards, Link, or other future methods, read about Shared Payment Tokens ( and sign up for our machine payments private preview: And stay tuned: more to make it easy for consumers, agents, and businesses to transact, shipping over the next few weeks. (And excuse the acronyms and specifics terms, there's a lot of new infrastructure and primitives being built to support agentic commerce.)

Jeff Weinstein

21,635 просмотров • 4 месяцев назад

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Startup Archive

45,833 просмотров • 7 месяцев назад

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: - A public chat room to provide support to people integrating Stripe - For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird - All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead." Source: Y Combinator (Oct 2018)

Startup Archive

32,192 просмотров • 24 дней назад

John Collison: We only had 50 users two years after founding Stripe “We started working on Stripe in the Fall of 2009, and we launched Stripe in September 2011,” John Collison reflects. “I remember right at the beginning when we were starting it I said to Patrick [Collison], ‘Yeah let’s do it. How hard can it be?’ Which gives you a sense of our mindset. And the answer was: two years of difficulty. We had not predicted that.” John remembers feeling dejected when Stripe only had 50 users two years later: “When you spend two years getting 50 users, it doesn’t feel like a whole lot of progress. It feels like things are going pretty slow.” But this is one of the challenges of startups, he argues: “If you’re working on a startup that’s a bad idea, it’s going to feel like slow-going. But if you’re working on a startup that’s a good idea, it may feel like slow-going too.” Yet slow growth has a silver lining: “I think the thing that allowed us to take off in the subsequent years was the fact that since we were spending so much time on each one of those users; since we were hyper-focused on building a great product; and since we weren’t dealing with problems of scale yet, that allowed us to build the product that we wanted. Part of the culture that set in really early on was taking abnormally good care of those early users.” The Stripe founders would get an email or phone call anytime a user ran into a bug. When they sent the customer an email moments later alerting them that the bug was now fixed, people’s minds were blown. They set up a Campfire room that any customer could join and use to message John and Patrick at any hour of the day or night. And if a user was based in the Bay Area, the founders would invite them to come by the office and help integrate Stripe for them. In the Stripe dashboard they would prompt their customers for feedback and feature requests. Then the Stripe founders would reply to that feedback within 10 minutes. “What this meant was that even though the user growth was happening quite slowly in the early days,” John explains, “it actually had a pretty surprising viral effect where people had a good experience, they told their friends about it, and we were able to spread entirely through word-of-mouth even to this day.” Video source: Stanford eCorner (2015)

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191,059 просмотров • 10 месяцев назад

We saved our customers over $1.3 Billion in 2025 alone. That value has helped Airwallex reach $1.2 Billion in ARR, growing 85% YoY. deel, McLaren Mastercard Formula 1 Team , Bolt and 200,000+ other customers trust us because legacy banking wasn't meant for global businesses: • Opening a bank account in a new country takes weeks • SWIFT transfers take 3-5 days • Other platforms convert your money even when you don't want to But with Airwallex you can: 1. Open an account and get paid like a local in 70 countries Most platforms force you to convert your money into your currency and charge you a conversion fee to do it. With Airwallex, your UK client pays you in GBP and it sits in your GBP balance. Your Australian client pays in AUD and it sits in your AUD balance. When you need to pay a UK vendor or run Australian payroll, you can simply pay from the same currency in your Airwallex account which leads to zero conversion fees. 2. Send and receive money on the same day SWIFT takes 3–5 days and hits you with unpredictable fees on every transfer. But over 90% of Airwallex transactions happen on the same day. Since Airwallex uses local rails to move your money, it also happens at near-zero cost. 3. Issue multi-currency cards instantly Airwallex helps you issue multi-currency cards to your employees across the entire world. And every transaction is automatically synced to your accounting system in real-time. 4. Integrate Airwallex in your product SaaS platforms and marketplaces can also use our APIs to offer these financial services to their customers. In fact, many companies are doing it already. But this is just a glimpse of what Airwallex can do. We’re building the all-in-one financial stack your company will ever need. If you're doing $50M+ in revenue, you could save up to $500k in fees. And that's money back into your business. Sign up for a demo here:

Jack Zhang

2,073,922 просмотров • 5 месяцев назад

I just watched a machine buy something on Stripe. No card. No human. No checkout. Stripe Dev shipped it yesterday — machine payments, live in preview. Commerce isn't designed for machines. --- We need to re-organize around that thought. It is designed for humans. He's right. Every fraud model, every auth flow, every billing system we've built assumes a person is on the other end. Agents break all of it. They need - Microtransactions. - 24/7 rails. - HTTP-native settlement (!!) - Finality guarantees. - No subscriptions. No accounts. - Pay at the point of consumption and move on. Cards weren't designed for this. Nothing was. --- So it needs to be completely rethought Now on Stripe Agents can now pay for API calls, compute, and data through the same PaymentIntents API millions of businesses already use. Settled in seconds. --- Stripe says billions the billions of humans will lead to trillions of agents. If even 10% of that plays out, machine payments become the fastest-growing payment category on earth. --- But here's the part that keeps me up at night — If every PSP builds its own proprietary agent payment flow, we repeat the same fragmentation mess that took human payments 15 years to sort out. We need internet native, IETF-grade, ready-for-scale standards that don't over-index on crypto. Protocols that work across any network, any rail, any provider. --- Stripe just proved the market is coming. Now we need protocols and infrastructure ready for scale. PS. Machine is a better word than agentic isn't it.

Simon Taylor

32,667 просмотров • 6 месяцев назад