Rebill started from a clear problem: companies wanted to sell in Latin America, but payments were too fragmented to scale efficiently. Approval rates were weak, local methods were missing, subscriptions were hard to manage, and every country required a different setup.

We began by solving that pain directly, helping merchants collect more effectively across the region. As we went deeper, it became obvious that the real gap was not just billing software, but infrastructure. Companies needed a single platform that could abstract away local complexity and let them operate across markets with speed.

That is how Rebill evolved from solving recurring payments into building payments infrastructure.

We applied to YC because we were building in a category with a much bigger opportunity than people usually assumed. We did not want to build a regional tool. We wanted to build infrastructure with global relevance.

YC helped us sharpen the story, move faster, and think much more clearly about category, ambition, and execution. It pushed us to simplify the message and focus on what truly mattered.

The batch and Demo Day helped us position Rebill as a company solving a fundamental infrastructure problem, starting with LATAM and expanding beyond it.

We stay active in the YC community through Bookface, founder relationships, and ongoing use of YC resources across fundraising, hiring, product, and tactical problem solving.

What continues to matter most is access to founders who are building with intensity and clarity. YC remains part of our operating environment, not just part of our history.

Rebill started by addressing recurring billing and payment problems for companies operating in Latin America. Early on, we focused on helping merchants navigate subscriptions, collections, and the operational complexity of the region.

The first major inflection point was realizing that software alone was not enough. The deeper problem was payment infrastructure itself: local rails, local methods, acquiring, recovery, and settlement.

The second major inflection point came when we moved closer to the rails and began building direct infrastructure instead of depending only on third parties. That changed the economics, product depth, and strategic value of the business.

Today, Rebill is building a broader payments infrastructure layer for LATAM and the US, with the long-term goal of becoming the financial infrastructure for underserved markets.

The core problem is that companies expanding across LATAM and similar markets face fragmented payment infrastructure.

They need local methods, better conversion, subscription support, transparent settlement, and a fast path to launch, but the market is still dominated by patchwork solutions, slow enterprise processes, and country-by-country complexity.

This is a big problem because payment performance directly affects growth. Poor infrastructure means lower approval rates, less access to local demand, slower launches, and lost revenue.

We decided to work on it because we saw firsthand how large the gap was and how few companies were actually productizing a solution that developers and operators could use quickly.

Our long-term vision is to build the financial infrastructure layer for underserved markets.

We are starting with payments in LATAM and the US because that is where companies feel the pain most immediately: collecting money, scaling across markets, and doing it without operational chaos. Over time, we want to make entering complex markets as simple as launching in the most developed ones.

If we succeed, companies will no longer need to assemble fragmented providers, local entities, and manual workflows just to operate internationally. They will integrate once and scale across markets through infrastructure that makes difficult geographies feel simple.