The Corporate & Investment Banking segment
CIB serves large corporate holdings (groups of related companies under one parent) – one of Alfa Bank's most profitable verticals, driving significant share of revenue.
My role
Sole Product Designer in the product team. Owned design end-to-end on a 0-to-1 platform, from research to launch, working with PM, business stakeholders, and engineering.
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A 90% untapped market opportunity
Of 45,000 holding companies in Russia, only 10% banked with Alfa. The rest were blocked by manual sales processes.
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Account managers as bottleneck
Every product sale required a personal manager. Limited capacity meant no bandwidth to acquire new clients.
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No tools for decision-makers
Holdings tracked banking products manually across multiple banks. No competitor offered a unified solution.
Holdings Market Share
2x
Products per Company
Access is locked down
Only 2-3 people per holding have online banking access. Strict role-based permissions, sometimes secure rooms with signed passes. The audience is small but critical.
Decisions are collegial, not individual
Holdings don't have one decision-maker. Committees compare offers from multiple banks and decide together. The platform had to enable clear comparison, not push fast sales.
Communication is scattered everywhere
A single holding deals with up to 10 bank employees across calls, emails, and meetings. Information lives nowhere and everywhere at once.
“Some things we know, like credit limits, but there’s a lot we don’t know. We don’t have online access to the information needed to make quick decisions, so I end up calling and asking for the necessary details. There are many companies, a lot of information, and numerous products – it’s impossible to keep everything in mind”
“The decision to onboard a company is made collectively by our board, which determines which banks to choose for specific products. Then, my department, among others, handles the contract agreements.”
“Diagnostics of connected products and tariffs occur at most twice a year. At the beginning of the year, all tariffs are reviewed, and possibly again in the middle of the year – this is when information is gathered and decisions can be made. More frequently, updates come as notifications from the bank, offers via email, or through the client manager”
Visibility and control
When I manage banking products across all holding companies, I want to see all conditions, activity, and history in one place, so I can make informed decisions quickly.
Hypothesis: A unified dashboard will give decision-makers a full picture and accelerate decisions.
Group cost optimization
When I'm responsible for the holding's finances, I want to understand how to reduce service costs, so I can optimize expenses across all companies.
Hypothesis: Framework offers with better holding-wide rates will incentivize activating more subsidiaries and products.
Independent action
When I need to activate a product or change conditions, I want to do it without calls or approvals, so I don't waste time on simple operations.
Hypothesis: Self-service activation will scale digital sales and free managers for high-value work.
Visually highlight the parent company within the holding structure.
Provide the ability to remove irrelevant product offers from the list of companies.
By default, show only companies serviced by the bank, as displaying all holding companies creates unnecessary noise.
Display current turnover to help users understand potential savings and optimize expenses.
When filling out an application, allow users to quickly access terms and conditions without interrupting the process.
[ Results ]