Ron Clarke
Chief Executive Officer and Chairman of the Board of Directors at FLEETCOR Technologies
Okay. Jim, thanks. Good afternoon, everyone, and thanks for joining our Q4 earnings call. So upfront here, I plan to cover three subjects: so first, provide my view of Q4, along with full year 2021 results; second, lay out our 2022 guidance and priorities for the year; and then lastly, I'll share my thoughts on the company's midterm imperatives. Okay. Let me make the turn to our Q4 results, which were quite good. So we reported revenue of $802 million, up 30% and cash EPS of $3.72, that's up 24%, both record highs for the company.
Revenue came in quite hot, almost $40 million higher than the revenue guidance we provided 90 days ago. Organic revenue growth for Q4, good up 17%, also up 7% against Q4 of 2019, every line of business, double-digit organic revenue growth in the quarter. Our Q4 trends continued quite good, Record sales in the quarter, up 40% versus prior year. Steady revenue retention at 93%. Same-store sales healthy at plus 6%. We have had some notable call out since we spoke last. We formalized our partnership with the largest bank in Brazil, which will help distribute our toll products, so we expect a lift there.
We launched formally our Corpay One SMB platform business, so getting our corporate payments business into the SMB space. We just completed another investment in an EV software company. We upsized our term loan of $750 million. We repurchased over 3 million FLT shares in Q4 and in January. And we completed the rebranding of our corporate payments business, all the brands now under Corpay. So, in summary, really a good finish to the year better than we expected and the trend's helpful as we look into 2022. Okay. Let me turn to 2021 full year. I think we characterize 2021 really as a comeback year where we moved ahead of our 2019 pre-pandemic baseline.
Really good financial results. 2021 revenue up $2.8 billion, up 19%. Cash EPS of $13.21, also up 19%. Both of those results, record highs for the company. We did open 2021 with an initial guide of $12.31 of cash EPS at the midpoint, so now finishing $0.90 better than that in initial guide. So clearly a better year than expected. Organic revenue growth for 2021, up 12%. That's the highest organic revenue growth that we've ever reported. 2021 sales, super good, record levels, up 46% versus 2020, and up 19% versus 2019. We've added 175,000 new clients. 175,000 new clients to our books in 2021 across the world.
So, strong demand for our services. We did close two accretive acquisitions in 2021 and expect together those to deliver $0.50 to $0.60 of incremental cash EPS here in 2022. So all-in-all, a meaningful recovery from 2020. All right. Let me cover now our initial thoughts on 2022 guidance along with the priorities for the year. We've mentioned before our stated mid-term objectives for the company are to grow sales 20% plus, to grow organic revenue 10% plus, and to grow cash EPS 15% to 20%. Good news, our 2022 guidance meets all three of these objectives, so here it goes.
For revenue in 2022, at the midpoint, $3.22 billion, that's up 14%; cash EPS of $15.25 at the midpoint, up 15%; organic revenue growth overall, up 10%; and sales growth just over 20%. This guidance does not include any forward capital allocation beyond deleveraging. There is no real macro help in these numbers. We're basically outlooking the macro to be neutral. Yes, higher fuel prices, but really offset by some weaker FX. We have assumed about a 1% COVID recovery in our same-store sales client base coming back this year in 2022. Confidence, pretty high in these numbers.
About half of the expected year-over-year performance improvement is already in our exit rate or run rate coming into the year, so that helps. Our recent sales and retention trends support the forecast. Most of the synergies for the two big acquisitions are really already baked, so we expect to get that accretion. And we have repurchased about 6.5 million shares from a year ago, so obviously going to be quite accretive. In terms of priorities, we have picked a few things that we'll invest in incrementally this year. So digital sales, we're expecting a big increase in digital sales production in 2022, and are making thus incremental investments in digital advertising and staff.
IT, big investments in IT transformation to accelerate our move to the cloud. And this platform business that I spoke of, where we're joining up our walk-around services with our central AP services, going to push those platforms pretty hard and get a read on demand. So all in all, a pretty ambitious year. Okay. So last up today, I'd like to talk about our midterm prospects and the imperatives for the company. I thought it might be helpful to rewind just a bit for anyone new on the call, just to remind everyone who FLEETCOR is and what we're trying to do.
So in a nutshell, FLEETCOR provides B2B specialty payment solutions. Really, all intended to do one thing, which is to help businesses, our clients, spend less, primarily by controlling what they buy and what they pay for. Our differentiation kind of really comes in two forms. First, our products are highly specialized. We target certain kinds of clients with very specialized needs, so our products would look different for trucking firms than they would look for plumbing firms. Our travel services would look different for blue collar travelers than they would for white collar travelers. So very dialed-in kind of product line.
And second, we operate more than 15 proprietary acceptance networks. That allows us to capture very unique data at the point of sale. We also enjoy very favorable economics, which we share with our clients. So this focused or a specialized approach, coupled with a two-side of business model has allowed us to deliver consistent growth over a long period of time. So let me turn to the three imperatives, the big things that we're on that we think are critical to driving sustained growth over the long term. So first up is EV. We're working EV and the energy transition hard.
We do feel like we've made a lot of progress so far. So both here and in Europe, we've added public acceptance networks for EV, so public charge points or recharge points. We've invested in EV software companies that facilitate at-home recharging and reimbursement. We signed up a few hundred clients to our EV service to get feedback on the service. And initially here, we're seeing the revenue or the economics from our service, EV service, roughly in line with our more traditional refueling services. So look, we're on this EV, we'll manage along with the transition and continue to report out.
Second imperative is digital, where companies are working super hard to make the digital transition, accelerated by COVID. So the first thing I'd say is sales has really made the pivot. So last year, over 50% of our global Fuel Card sales came in digitally, and over half of those processing end-to-end with no human intervention. On the marketing front, we've moved our focus to top of the funnel, so we're using digital advertising, ABM technology to identify prospects interested in our services. On the client experience front, we've really advanced our UIs and their capability to allow our clients to do more themselves. So faster and easier than ever before.
And at the point of sale, we've added new ways to transact with us beyond cards. So including mobile phones, RFID technology, even connected cars. So a lot of progress on the digital front. So last up is diversification, transitioning our portfolio to bigger TAMs into higher-growth segments. So you've heard us speak of beyond -- going beyond in which we extend each of our existing businesses into adjacent market segments to create more opportunity. So just a few examples there, so our corporate payments business, traditionally a middle markets business now entering the SMB space.
Our traveler lodging business, really a workforce. Our blue collar-focused business has recently added airline or lodging for crews and displaced homeowners or homeowner's insurance companies really to extend the potential of that business. In Brazil, historically, a toll-centric, highway-centric client base, we're now adding hundreds of thousands of urban or city dwellers to our expanded offering. So look, over time, we do expect these adjacencies to increase the opportunity for each of our businesses.
Platform business, I mentioned we will join up our specialized payment solutions in the one comprehensive platform in which a single business or client could use, for example, our smart business cards, our travel solutions, and our online bill pay services, all from the same UI and all from us. So this platform concept really combines our capabilities for employee walk around kinds of purchases along with central bill pay. So we think the platform idea has big potential and can be quite additive to the specialized payment services that we offer now.
As a result of these extensions, we are expecting our global fleet card business to account for about 40% of the company's revenue this year. That's down from about 50% five years ago. So, again, repositioning for faster growth. So we do plan to work these three mid-term imperatives hard: EV, digital and diversification, of course, we'll report progress as we go.
So, in conclusion today, back to Q4, again, better than we expected and good trends coming into this year. 2021, really, again, a comeback year finishing much, much better than we thought at the outset. This year, 2022, another guide to growth -- organic growth of expected a 10%, earnings expected to be up 15%, so a lot of distance from our pre-pandemic baseline. And the mid-term, again, we're pretty focused on these three imperatives that I just outlined, key to sustainable growth for the company.
So with that, let me turn the call back over to Chuck to provide some additional details on the quarter. Chuck?
