Redux Payments

Stop losing money to credit card failures. Redux helps subscription brands recover 5–8% more ARR by optimizing failed payment recovery. No migrations. No engineering. Up to your current recovery rate is free.

Co-Founder & CEO

PEF Community

Member

Workspace6

Workspace6 is a private vetted community for 7-9 figure eCommerce operators. Over 1000+ members doing a combined $13bn in annual revenue.

Co-Founder

STNGR Industries 

Co-Founder (Acquired)

PostPurchaseSurvey.com

PostPurchaseSurvey.com allows you to make more money and build a stronger relationship with your customers by allowing you to collect zero party data directly from your customers. Navigate the iOS14 changes by letting your customers tell you where they heard about you to better calculate ROAS and spend more profitably in the future.

Founder (Acquired)

Exited my eCommerce brand | Co-Founder at Workspace6.io & MediaSpace | Helping B2B startups understand brand psychology to boost sales

I started a direct-to-consumer brand with $188 at 17. Grew it to 8-figures in sales and sold for 7-figures. 

Then I co-founded a 1,000 member private community for 7-9 figure operators. Combined member revenue is over $13bn. 

Now I run Redux Payments, where we use AI to recover failed payments and fix involuntary churn for subscription businesses.

This is the problem I’m obsessed with solving. I write about what I find, what works, and what doesn’t. I’m always down to nerd out if you want to jam!

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Now building:

Redux Payments (reduxpayments.com) - Stop losing revenue to failed payments. We slash involuntary churn and grow ARR by 8%+ for subscription businesses by using AI to recover failed payments.

Workspace6.io - The fastest growing private eCommerce community for 7-9 figure operators. 950+ members doing $13bn GMV.

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You can reach me via email: philip (at) reduxpayments.com

Philip Pages - workspace6

Netflix, Amazon Prime, Disney+ killed this one thing when they realized it spiked churn. 

And if you’re doing it, stop. It’s literally one setting

The thing?

STOPPED sending “payment successful” receipts every time a subscription renewed.

When they realized that their “Your payment of $12.99 to Company X was successful” message was actually creating 2-5% MORE monthly churn

They stopped immediately. 

Why?

Every receipt is a reminder of cost.
A friction point.
A split-second moment where your customer can think,

“Do I still use this?”

Receipts turn an automatic renewal into a conscious decision.
And conscious decisions are where voluntary churn lives.

If you’re not required to send receipts, please don’t

You can fix it in 10 seconds. 

In Stripe: Settings → Business → Customer emails → Successful payments → OFF

Leave “Failed payments” ON. Those recover revenue.

If you really do need receipts (VAT, accounting, regional regs), check what’s required.

You might not need to blast them out every month.
Batch them or host them in-app.

TLDR
Receipts = voluntary churn.

Netflix doesn’t send them. 
Neither should you.

One click.
Less churn.
More revenue.

Big win all around.

Philip Pages

CEO @ Redux Payments | Stop losing money to credit card failures | Exited Founder

Companies retaining 98%+ subscribers NEVER lock cancellations behind a call wall because they understand one key thing:

Pissing off customers is bad for business.

Call to cancel is the dumbest thing you can do as a SaaS operator because

a) it’s shortsighted
b) creates an extremely negative customer experience 

Both of which kill subscription growth

I get the intent: cut initial churn, maybe throw in a “special offer” on the way out.

But when you wall off cancellations, three things happen fast:
 ❌ Customers feel trapped → anger spikes → discount ignored
 ❌ Forced churn → zero chance of reactivations → LTV tanks
 ❌ Bad exit experience → no referrals → entire loop lost
 (And yes, chargebacks rise when frustration peaks.)

You didn’t just lose the customer.
You’ve burned the entire bridge back to them. 

Creating friction just delays the inevitable AND kills any chance of winback. 

The truth: Not all cancellations are permanent.
About ⅓ are just pauses: tight budgets, burnout, busy seasons.

But if your brand leaves a good taste, the return path still exists. 

Fix this:
Make it easy to cancel. 
Offer discounts only after you’ve left the cancellation option wide open.
You’ll retain more customers this way. 

Then run a winback campaign.
The data shows: Positive offboarding + structured win-backs consistently recover 20-40% of churned users.

TLDR:

A customer who left happy is the easiest one to sell again.

Make cancellations easy. 
Cheaper win-backs. Higher lifetime value. Stronger growth loop intact.


What’s your take? How do you balance protecting revenue with letting customers walk?

He grew Codeacademy from $10M to $50M ARR and a $525M exit. But what he revealed permanently rewired how I think about growth. 

Here’s what their Head of Growth, Dan Layfield, shared:

Let’s say a new product update dropped a company’s churn from 25% to 10%. 

“Cool, 15 point drop in churn, we can expect modest improvements across all metrics like MRR, retention, LTV etc.”

WRONG

The impact is anything but modest. 

Here’s what actually happens:

Life Time Value (LTV) = Monthly Price ÷ Monthly Churn Rate (%)

Drop churn from 25% to 10% (at $20/month) and watch what happens:

$20 ÷ 25% = $80 LTV
$20 ÷ 10% = $200 LTV

$80 → $200 LTV = A whopping 250% jump in LTV

250%!!

Each churn point you shave off literally exponentially compounds your LTV. 

AND the lower your churn gets, the more every point is worth:
At 10% churn, a one-point drop adds ~11% to LTV.
5% → 4%, it’s a 25% LTV boost. 

For companies at scale, that’s where the hidden leverage lives: small optimizations, massive reach. 

This is why I won’t shut up about fixing churn.

Especially the kind your customers *didn’t* choose = involuntary churn.

Where they were happy users, but their card expired, or the bank unexpectedly flagged it as fraud. So their payment never went through, and their retry system failed to get them back. 

And now…they’re gone. Customers you already paid to acquire, who had literal months left of LTV, accidentally gone. 

And it didn’t have to be that way. 

Think about how simply tightening your payment failure recovery system to lower involuntary churn by 1–2% could literally *exponentially* boost your LTV…

Just food for thought

I'm really excited to share the new Revenue Recovery calculator our team just shipped! 

You can now easily plug in your numbers and get an estimate on:

- MRR at risk
- How much more $$$ you can recover 
- Churn reduction
- ARR boost 

Would love to get your thoughts 🙏 (link in comments)

An $18M ARR SaaS silently churned $340k/yr from one hidden thing. But shockingly, that wasn’t even their biggest problem. 

The real loss was the $1.7M leak in LTV - Growth already paid for, but never got to realize.

Here’s what I see Growth teams miss:

7-15% of ALL subscription transactions fail on the first attempt.
Not cancellations.
Not churn by choice.
But mechanical failure: expired cards, insufficient funds, bank quirks.

And because Stripe’s default recovery only fixes 3 out of 10 of those failures, that tiny crack becomes a structural leak in your retention engine.

A $340k yearly leak for that $18M ARR SaaS. 

But the damage was much worse…  

This company was losing subscribers with 5+ months left in their lifetime.

Meaning they didn’t just lose this month’s MRR. But *all* future months they projected when they paid to acquire those customers. 

$1.7M in LTV evaporating every year.

So while it shows up as a blind spot, because payments feel like an infrastructure problem, not a growth lever, the math proves otherwise.

It’s actually one of the highest-leverage, lowest-lift fixes available to Growth teams.

A tool like Redux Payments plugs into Stripe and runs a fully optimized recovery system for you – no rebuild, no engineering cycles, no workflow changes. All automatically, all in the background. 

Just more LTV you already paid for, back in your pocket, ready to reinvest in new growth channels. 

Payments will continue to fail. 

Whether that lost revenue compounds against you or for you is the part you get to choose.

Mugsy

Director of Customer Experience

The Post

Founding Member

Lands'​ End

•	Lead strategic vision and execution for Home & Footwear Divisions
•	Digital focus on customer experience through e-commerce presence, catalog exposure, wholesale, & new distribution channels
•	Manage team of seven and overseeing all Home, Footwear, Bags, and Accessories categories ($150M in 2020)

Senior Merchandise Manager

•	Responsible for product creation & execution, and product development of all future season Kids merchandise, as well as oversee all day to day sales on LE.com
•	Communicate & present sales reports, trends, and actions to CMO, GMM, VP of Kids weekly, present to CEO quarterly
•	Manage team of four merchants and overseeing Kid’s Global Outerwear, Swimwear, School Uniform, Backpacks, and Accessories ($160M in 2020)
•	Own daily collaboration with over 30 cross functional partners and leaders (licensee partners, design, sourcing, planning, creative, marketing)
•	Lead merchant rep for multiple companywide task forces: Remote Employee Engagement Program, Planning and Projections Process Revamp, Updated Product to Market Calendar deployment, Licensee Development Team

Merchandise Manager

•	Managed the global execution of merchandise strategies across channels of internet, catalog, and email for Men's Casual Woven Tops, Dress Shirts, Knits Tops.
•	Achieved +10% increase in NS$ and 5% increase GM$ in 2019 amidst challenging headwinds

Associate Merchandise Manager

•	Supported operations strategy, aiding product and business counterparts to ensure that all service level KPIs are analyzed & measured.
•	Analyze and document  go-to-market processes in order to expand and globalize the business. •	Ensure all stakeholders (HQ, Region, and Country) are aligned with processes and all dates and timelines are clearly communicated.
•	Delivered status updates through PLM data reporting and cross functional meeting results to Senior Management with proposed resolution plans related to any challenges. Facilitated course corrections as needed.
•	Monitor master data accuracy, working with master data team to continuously improve process.
•	Analyze go-to-market calendar through integration of multiple partner product creation and commercialization calendars. Solidifies dates with HQ and regional stakeholders to ensure on-time delivery and 100% calendar alignment.

Sourcing Operations Manager

Under Armour

•	Collaborated with key Supply Chain, Product, Merchandising, & Operations stakeholders to design & develop predictive data models using statistical solutions
•	Developed and managed weekly and monthly key performance reporting across multiple key departments within a $5B global organization
•	Coordinated and moderated weekly Operations War Room meetings, consisting of over 100 participants, helping the team drive collaboration, transparency, and accountability
•	Evaluated and implemented tools for data discovery from a wide variety of data sources, both internal and external, and in structured and unstructured format (SQL, Tableau, Excel, SAP)
•	Managed constant brainstorming and creation of both regular and ad hoc data needs as business needs evolve, involving extensive team coordination
•	Established credibility with the teams across the company by improving collaboration through better organization, communication, understanding of business concepts and technologies, respect for all teammates, and an internal drive to achieve.

Sr. Business Performance Management Analyst

Business Intelligence Analyst

Desktop Support Intern

Mugsy - Head of Customer & Operations; The Post - Founding Member, Collegiate Swimmer

Director of Customer Experience, Operations and Stores with a demonstrated history of building great product and teams in the apparel and D2C industry. 

Mike McGee

Build+Brew is back next week! 11/19 at 8am downtown Charleston. 

We’re spreading some goodness before the holidays with a can food drive in exchange for a Brew from Robert Huffman & Camino Caffeino. 

See y’all next Wednesday morning.

Mugsy - Director of Stores & Operations; The Post - Founding Member, Collegiate Swimmer

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