Case study / Life sciences
Managing Multiple DTC Brands with Brex
The Brex Difference
Under 1 day
Controls, Visibility, Expense tracking
Top Spend Categories
New York, NY
Thirty Madison is the premier healthcare company for people living with chronic conditions.
Thirty Madison needed a finance solution that allowed them to quickly issue virtual credit cards to hundreds of employees. Because they manage many brands under their organization, they also needed spend management tools that provided detailed, automated expense tracking.
“Previously, when we were all on one card, it was a challenge with a single business account to see which transactions go to which brand,” said Tom LeSaffre, Thirty Madison’s Head of Finance.
After Thirty Madison got started with Brex, they were immediately able to provision corporate cards across the entire company, and were able to instantly produce virtual cards for vendors, offering total control over their spending.
“We were working with a consultant who was transacting on our behalf,” LeSaffre recalled. “It would have been a pain for that person to keep track of receipts, so we just gave him a virtual Brex credit card with an appropriate spending limit, then a month later, turned it off. Brex was so much easier than any other traditional business card.”
Brex Spend Management tools also solved their reporting problems across multiple brands.
With detailed spend reporting, automated categorization, and a generous rewards program, Brex is helping Thirty Madison track, save, and make money. “The ability to categorize our expenses as we go along saves us time and money,” said LeSaffre. “It probably saves our finance team one fire drill per quarter, by ensuring all transactions are falling into the right buckets.”
Thirty Madison is also running all monthly marketing spend and vendor expenses through Brex in order to take advantage of the world-class rewards offerings, translating to significant monthly cashback.
“That gives us the opportunity to do some stuff we wouldn’t have been able to do otherwise,” LeSaffre said. “We can do essentially 2% more of everything we thought we were going to do.”