Visser & Visser

Payt partner Visser & Visser has been using Payt’s accounts receivable management software since the end of last year. Since then, they’ve noticed a clear shift in payment behaviour across their customer base. The firm now offers Payt’s solution to its own clients — including implementation support — as part of their growing advisory services around automation and software adoption.

Building trust with clients

Because Visser & Visser uses Payt for their own debtor management, clients naturally come into contact with it as debtors. The feedback has been overwhelmingly positive.

“Our clients perceive our accounts receivable management as professional and attentive. Tools like iDEAL payments and the ability to stay in control of communications play a big part in that,”

“Since clients increasingly come to us for advice on digitisation and process improvement, it’s relatively easy to get them onboard with Payt. We then assist with implementation and optimisation.”

Their Online Team — originally created for internal support — now actively develops new ways to deliver high-quality service to clients.

This reflects the evolving role of accountants: firms are expected to offer not just numbers, but smart solutions. As Van Houdt explains:

“Clients — and business owners in general — are increasingly looking to their accountant for tools to streamline operations. We no longer act as just financial consultants, but as independent technology advisers. Offering Payt as part of our services gives us a strategic advantage in today’s accountancy landscape.”

Notable improvement in payment behaviour

For Visser & Visser, debtor management is critical. With annual revenue of € 25 million and thousands of clients, the team’s debtor portfolio was being handled by just one full-time staff member — clearly a challenge.

The arrival of Van Houdt provided the momentum to start using Payt, both to streamline internal processes and to offer added value externally.

Smoother workflow, less resistance

The introduction of Payt has also resulted in a more consistent debtor communication rhythm.
Automatic status updates and transparent communication flows mean the organisation has better oversight and fewer unpaid invoices slipping through the cracks.

Of course, any software change brings resistance — especially in a company with more than 300 employees. But that quickly faded.

A successful culture shift

From day one, leadership at Visser & Visser communicated openly and clearly about the introduction of Payt — both internally and to clients.

“We explained what was changing, why, and what clients could expect,” says Van Houdt.

“Internally, we also reshaped our way of working.”

Previously, relationship managers handled debtor communication. But the firm took a new approach:

“We said: debtor management is now a central function. It requires structured communication, smart use of data, and less ad hoc decision-making. We encouraged colleagues to trust the system and let go of the ‘hands-off-my-client’ mindset. That cultural shift made the transition smooth and successful.”