Standardizing financial plans to enable lending
Andy Su, co-founder of Pry, on building the "Figma of finance"
This is the clearest path for Pry to turn planning software into a capital product with much higher revenue per customer. Once Pry has a company’s actual bank and card data, plus a forecast that maps hiring, spend, and revenue drivers into a standard model, it can do more than sell dashboards. It can decide who should get a card, a credit line, or a loan, and price that risk with more context than a bank looking only at historical statements.
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Pry was already building toward this by pulling bookkeeping and planning into one workflow for seed to Series B companies, then exploring card issuing so budgets and spend could live in the same system. That matters because lending works best when the software sees both the plan and the money movement that follows it.
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The business model shift is significant. Subscription software produces predictable but capped revenue, while embedded finance adds back end monetization through interchange, payments, and eventually interest income. In B2B cards, the software layer can keep a meaningful share of transaction economics, which is why finance tools often expand into financial products after winning workflow adoption.
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The broader pattern shows why this is attractive. Embedded lending is especially powerful when the platform sits inside day to day operations and can underwrite from live business data, not just a static P and L. That is the same logic vertical SaaS companies use when they pre qualify customers based on bookings, recurring revenue, and cash flow signals already inside the product.
The next step in this market is software that becomes the operating system for finance, then attaches money products to the workflow. Companies that standardize planning first will be in position to move from helping teams model the future to funding it, and that usually creates a much larger and stickier business than SaaS alone.