Building an MSME banking platform from 0→1

DIGITAL PRODUCT·Product Strategy / Collections & Payments / Workflow Architecture / GTM & Enablement

LENSES /FRICTION·SYSTEMS THINKING·PROCESS DESIGN·FEEDBACK LOOPS·INCENTIVE DESIGN

CASE STUDY FOLIOINDEX [02]

01 / CONTEXT

Institutional & operational background

At Axis Bank, I worked on the 0→1 development of an MSME banking platform spanning payments, collections, operational workflows, customer communication and adoption.

In its first year, the platform reached 80K+ onboardings and 750K+ annual transactions.

02 / MY CONTRIBUTION

Scope, mandate & execution

I worked across the product and operating system around it:

ACTION [1]Designed and delivered Payment Gateway and Virtual Account collections onboarding
ACTION [2]Designed invoicing-to-reconciliation journeys
ACTION [3]Created 10+ back-office workflows covering approvals, transaction limits, reconciliation and settlement
ACTION [4]Drove GTM across 5,000+ branches and digital channels
ACTION [5]Supported enablement of 70K+ frontline staff
ACTION [6]Designed RM incentive programmes
ACTION [7]Configured customer communications across six channels with 200+ templates and triggers
ACTION [8]Established performance monitoring across 20+ KPIs and five product modules
ACTION [9]Owned daily production triage with engineering

03 / OUTCOME & SCALE

Observed empirical evidence

RESULT [1]80K+ ONBOARDINGS
RESULT [2]750K+ ANNUAL TRANSACTIONS
RESULT [3]5,000+ BRANCHES
RESULT [4]70K+ FRONTLINE STAFF ENABLED
RESULT [5]Recognition: Best Product Innovation — Asian Banking & Finance Awards

04 / LENS IN PRACTICE

Analytical reflection

LENS IN PRACTICE / FRICTION

“One useful way to look at the platform was not simply as a collection of features but as a set of frictions: waiting for collection setup, manual reconciliation, fragmented communication, operational approvals and adoption barriers.”

“Product work became the process of deciding which friction should disappear, which should remain as a control, and where the surrounding operating model had to change with the interface.”

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