The Core System Selection and Implementation project involved replacing an outdated core banking system with a modern Automated Banking System (ABS) to automate manual processes and enable significant growth and scaling. The old system had limited scalability, insufficient control and reporting functions, and required significant manual work, including regulatory reporting that was highly labor-intensive. By implementing the new ABS solution, the bank was able to increase efficiency and productivity, reduce costs and manpower, and provide a new level of automation and flexibility. The project duration was 18 months, with a budget of 7.1 mln. USD and was successful in meeting all the bank’s requirements and improving its operations.

The project involved selecting and implementing a first-level card processing system for the bank. The existing second-tier processing system limited the bank’s ability to create new card products and process the desired number of client transactions, and dependence on a sponsor bank’s processing system restricted the bank’s ability to offer its own client service. The chosen solution was SmartVista, which was cost-effective and met all the bank’s requirements. The project involved migrating data from the legacy system to the new one, and creating a universal gateway for data exchange between the core bank system and the card processing center. The new system enabled the bank to create new card products, prepare for significant growth, and become a principal member in international payment systems such as MasterCard. The project had a budget of 2.7 mln. USD, lasted 10 months with 700 employees at the time of implementation.

The project aimed to address the challenge of organizing and streamlining the process of receiving requests for IT automation and improvements in a bank’s operations. The solution involved the creation of a software package consisting of four blocks, including an incident control section, a section for granting access to information resources, and a section for accepting applications from users to improve the bank’s current software and/or information resources or to create new software and/or implement new information systems. The One Window Service, in particular, became a single point of contact for managing all automation processes in the bank and significantly increased the transparency of the work of the IT department and the Development Center, and third-party developers for all bank employees. The project lasted 8 months and resulted in better management of the Development Center, more predictable execution of automation tasks, and better control over the implementation of automation tasks by the Development Center and related departments.

The procurement process automation project aimed to address the inefficiencies and lack of standardization in the bank’s procurement process. With a branched network of offices, document management and information exchange with contractors was time-consuming, and there was often an opportunity to make purchases more cost-effectively. The solution involved creating a universal system for organizing purchases based on anti-fraud principles and pre-approved norms. Bank subdivisions made all procurement requests in the system, leading to significant time and cost savings, with only three employees needed to attend to all purchases for 54 customer offices, two remote hubs, and the head office, totaling 840 employees. The project duration was six months.

The Loan Origination Platform project was initiated by a Bank that was facing challenges with its outdated loan approval technology, resulting in slow processing times, limited control and reporting, and difficulties with geographic expansion. The bank’s management created a working group to find a ready-made solution for the bank. After evaluating several options, the bank decided to develop its own loan origination software that could handle the entire loan process, from application to closing. The system included a central document repository, a data verification system, an initial decision engine based on pre-programmed logic, and a web-based employee portal. The system also provided detailed record-keeping of all touchpoints for subsequent audit and analysis. The project took 10 months from proposal to implementation and resulted in a fully customized platform that met the bank’s needs, increased system capacity, and improved loan approval times.

The Employee Qualifier Software project aimed to solve the challenge of scaling the training and certification of employees across the Bank’s 54 branches. Traditional methods of training and certification were resource-intensive and a bottleneck to scaling. The Bank needed a way to ensure that employees had the necessary knowledge of all products, resources, and regulatory documents before working with customers. Additionally, ongoing training and testing were necessary to keep up with changing products, software, and customer needs. The solution was to develop software called Qualifier that could “qualify” each employee for every function and level in the organization. The system included built-in anti-cheating measures to ensure the integrity of the testing process and generated certificates based on test results. The software was accessible via browser to all employees of the Bank and included a tracking system to monitor employee progress and integrate with the compensation schedule. The project had a duration of 4 months.

The Exchange Platform with Counterparties project tackled the challenge of managing an increasing number of counterparties that required a more sophisticated exchange of data. To overcome this, a unified IT platform was developed to automate critical processes and enable transparent interactions with key counterparts. The platform was fully integrated with the bank’s core system and offered features for two-way exchange with the social security office, automatic payment import from the CyberPlat system, and differentiated access and logging for regulatory reporting. The project reduced the need for additional personnel to manage exchanges (resulting in a headcount reduction of 60%), streamlined critical processes for more efficient exchanges, and improved compliance with deadlines for each exchange channel.

The Bank Library (Wiki) project aimed to address the challenge of managing increasing amounts of business information by creating a structured and accessible digital library. The Wiki is organized by department and fully indexed with differentiated access, making it easy to find specific information. The Wiki offers a learning portal for new hires, as well as a resource for sharing information about the bank’s products and services. Additionally, some parts of the Wiki are opened to clients and prospects to improve familiarity with the bank’s offerings. The centralization of information and the development of standards for file storage, indexing, and tagging system bridged gaps in automation and digitalization, reducing the need for individual record-keeping and improving knowledge sharing and accessibility. The project had a duration of 4 months.