Case Studies

A typical situation: the bank invests in acquisition but loses 30–40% of leads on the way to account opening. The cause is the gap between CRM and core banking. The solution is integration, not replacement.

Launch of a regional IT company branch in Uzbekistan — choice of legal form, registration, hiring of the first team, building sales and delivery processes. From concept to first operational revenue in 9 months.

Typical problem: 6–8% monthly churn, marketing firing blind, support doesn't know the customer. Cause — subscriber data scattered across 5–7 systems and nobody sees the full picture. Solution — an integration layer, not a new system.

Corporate sales to regional banks have specific dynamics — long cycle, multiple stakeholders, high compliance requirements. This case describes a real program of a technology company entering the Central Asian banking market — from first contact to first major contract in 14 months.

Typical problem: retail chain launched an online store but it lives separately from offline. Inventory doesn't match, 40–50% of carts are abandoned, the client sees two different companies. Solution — integration, not a new website.

A visa business with high application volume operated across three systems — homemade CRM, marketplace platform, messengers for client communication. The audit revealed systemic losses at seams. Process rebuild with migration to a unified platform in 6 months.

A classic pain: the bank attracts SME clients but account opening takes 3–5 days — and 30–40% of applicants leave without waiting. The cause is not technology but organizational gaps between departments.

A regional telecom operator considered launching a fintech direction — own wallet, credit products, embedded finance for the subscriber base. The concept was developed over 3 months — segment selection, product portfolio, partner strategy with a bank, regulatory constraints, phased roadmap.

Classic problem: loan applications take 2 weeks to process; clients leave for competitors. The cause — the bank digitized a paper process without redesigning it. The right approach: reengineering first, then automation.

InBank banking information portal needed redesign — outdated interface, low lead conversion, poor mobile version. Rebuild around real user path with focus on application conversion and SEO visibility. Full redesign and launch in 4 months.

Common problem: the operator sells through 200–300+ dealer points but can't see real sales and pays commissions based on dealer-reported data. Result — 8–12% fraud and loss of control. Solution — a portal connected to billing.

Agencies drowning in paper: thousands of documents, weeks-long approvals, lost files. We explain why the first attempts to implement EDMS fail and how to configure the system to reach 94% adoption.

Citizens visit 3–5 agencies for a single permit, collecting dozens of certificates. We explain why a 'one-stop shop' doesn't solve the problem and how to build real inter-agency integration — from 3 weeks to 2 days.

Hundreds of agents working blind: calculating premiums from outdated tables, no client history, waiting days for an underwriter. We explain how to build an agent portal with automated underwriting — policy issuance in 15 minutes, loss ratio down 18%.

The plant doesn't know its real cost of production — ERP calculates by standards, foremen enter data from memory. We explain how an MES pilot on one line reveals the real picture and why cost of production is often 20%+ above plan.

A retailer issued hundreds of thousands of loyalty cards — and doesn't know its customers. Flat discount on everything, mass mailings, 0.3% conversion. We explain how to turn data into knowledge and increase average ticket by 28%.

A regional insurer with a mid-size KASKO and property portfolio moved claim settlement from a paper process to a digital platform. From first city pilot to full migration — 14 months. Average KASKO settlement time dropped from 16 days to 4.

An insurer with a significant agent network moved agent work from Excel and WhatsApp to a unified portal with automatic quote calculation and online policy issuance. Time to issue a standard policy dropped from 35 minutes to 4. The program took 11 months from pilot to full rollout.

An insurer with a mid-size voluntary-line portfolio had 45% renewal share — half of customers left after the first year. A policy lifecycle management program with proactive renewal contour and personal cabinet raised retention to 68% in 12 months.

Anonymised engagement pattern: an operator with a 30-person CVM team, noisy campaigns, low uplift. A 9-month rebuild with measurable lift.

Anonymised engagement: an operator suspected rising fraud, did not know the scale. A 6-month pilot uncovered 2.1% revenue leakage and closed the main categories.

Anonymised engagement: operator depended on 1500 dealers, top 10 produced 40% of volume with 25% higher fraud rate. A 12-month reform.

Anonymised engagement: operator with 47 active tariffs, excessive operational complexity and customer confusion. An 8-month simplification.

Anonymised engagement: operator wanted eSIM, feared losing dealers. A 12-month phased launch with dealer compensation.

Anonymised engagement: operator tried to build CDP inside legacy DWH for 18 months, stopped the project, restarted with greenfield architecture.

Anonymised engagement: operator outsourced 70% of the contact centre, NPS fell 22 points. A 9-month recovery with partial insourcing.

Anonymised engagement: operator devalued loyalty points twice in 18 months, redemption rate <2%. A 12-month rebuild with partner expansion.

Anonymised engagement: B2B customers solved 80% of tasks through the account manager. A 10-month portal redesign cut load by 60%.

Anonymised engagement: operator had excellent cell-level KPIs and poor NPS. Reconciliation between network metrics and customer experience.

Safaricom launched M-Pesa in 2007. By 2024 — 60M+ users, 50%+ of Kenya's GDP flows through the system. A case of telecom as fintech infrastructure.

Jio launched in 2016 with 6 months of free 4G data. By 2024 — 470M+ subscribers, transformed Indian telecom market. A case of aggressive market entry.

Verizon bought AOL ($4.4B) and Yahoo ($4.5B). By 2021 sold the combined entity ($5B) to Apollo. A case of failed telecom-as-media strategy.

$26B deal closed in 2020. By 2024 — measurable synergies, but execution challenges. A case of a mid-size telecom merger in a developed market.

Since 2007 Mobile-ID in Estonia is used for banking, government, signing. Operators in the role of trust providers in national identity infrastructure.

Globe Telecom (via Mynt) launched GCash in 2004. By 2024 — 90M+ users, financial super-app. A case of telecom as a platform for financial services.

Anonymised engagement: a bank with a growing SME segment launched a platform pilot (accounting + legal + Soliq) on 500 clients. 12 months, measurable retention.

Anonymised engagement: a bank with corporate portfolio $400M+ and 80+ active loans. 9-month rollout of covenant platform. Detection time from months to days.

Anonymised engagement: bank launched procurement layer for 50 corporate clients. 10-month pilot with measurable cross-sell uplift.

Anonymised engagement: 12-month integration of customer data from 7 product systems into a unified profile with measurable cross-sell impact.

Anonymised engagement: bank with rising card and social engineering fraud. 8-month consolidated fraud platform launch with measurable loss reduction.

Anonymised engagement: bank after regulator finding with major AML gaps. 12-month overhaul with measurable audit improvement.

Anonymised engagement: bank preparing for cbu.uz biometrics (April 2026). 9-month onboarding redesign with decision-grade biometric layer.

Anonymised engagement: bank with manual retail credit underwriting (5-day approval). 10-month rebuild to instant decisions with improved NPL ratio.

Anonymised engagement: bank with 65 branches and declining foot traffic. 14-month modernisation with tier strategy and cost optimisation.

Anonymised engagement: bank launched BaaS program with 3 retail partners (telecom, marketplace, ride-hailing). 12 months, scaled revenue stream.

Anonymised engagement: 4 banks in UZ joined for shared fraud intelligence via clean room. 9-month pilot, measurable cross-bank prevention.

Spanish BBVA committed to digital transformation in 2014. By 2024 — 60%+ of sales digital, mobile NPS leader. A case of sustained executive commitment.

DBS — Singapore-headquartered bank — transformed from regional player to top global digital bank by multiple awards. A case of infrastructure-driven transformation.

Nubank — Brazilian fintech — became the largest digital bank in Latin America. By 2024 — 100M+ customers, IPO listed. A case of greenfield digital bank.

Ant Group grew to the largest fintech in the world, 2020 IPO cancelled, restructured under regulator. A case of fintech scale and subsequent state pushback.

UPI (Unified Payments Interface) launched 2016. By 2024 — 12B+ monthly transactions, transformed India banking. A case of public infrastructure for finance.

Monzo founded 2015. By 2024 — 12M+ UK customers, profitable, IPO in pipeline. A case of mobile-first challenger in a developed banking market.