MRG’s Role
John Shlonsky (CEO) called MRG to close the gap.

We executed like a special operations unit:

• Activated high-level contacts — GoDaddy, Web.com, Bluehost, Network Solutions

• Re-engineered commercial terms — so partners could sell immediately

• Embedded operators internally — launch plans, KPIs, weekly reporting, no excuses

• Stayed post-signing — ensuring contracts turned into activated revenue

Outcome (publicly verifiable context)

Two years after the 2014 ownership change, TransFirst was acquired by TSYS in an all-cash transaction valued at approximately $2.35 billion. Public filings show TransFirst brought ~235,000 SMB merchant relationships into the deal; the combined TSYS merchant footprint materially increased as a result of the acquisition.  

For context, Vista Equity Partners acquired TransFirst in November 2014 for roughly $1.5 billion, and sold to TSYS in early 2016 for ~$2.35 billion — a value increase of $850,000,000 (over 57% uplift over the 2014 purchase price).  

How MRG was pivotal (qualitative + quantified scenarios)

MRG’s interventions directly addressed the specific value drivers TSYS was buying: scale in SMB e-commerce, predictable channel distribution, and the ability to plug TransFirst into major partner ecosystems. While M&A outcomes are multi-factorial, closing the e-commerce distribution gap materially increased TransFirst’s strategic attractiveness and reduced buyer execution risk — two things that strongly influence valuation multiples in payments M&A.

MRG’s work reduced buyer execution risk, accelerated merchant activations and authorization volumes, and improved revenue trajectory enough to expand the multiple a strategic buyer would pay. Those improvements, especially when validated through partner commitments and visible post-signing KPIs directly convert into higher bid prices from strategic acquirers.