Home Credit Bank's top manager and managing director, Arina Lepikhova, shared how a small online bank for SMEs has successfully carved out its niche and achieved self-sustainability within a year.
Arina, how do you assess the outcomes of the year from the perspective of the leader of the small and medium business division at Home Credit Bank?
— This year marked a transformation phase for us. At the beginning of 2024, we were working with a product that had limited functionality and was aimed at individual entrepreneurs. The product included a sales cabinet for installment work and the ability to conduct currency exchange operations up to $50,000. At that time, we did not have our own team of developers—the initial product was created with the help of a digital partner. Experience has shown that this was the right decision.
For further development, we decided to transition to in-house teams, and we implemented this plan within six months. Today, our development team consists of 65 people, and the total number of employees exceeds 300. We took a comprehensive approach to digitalization.
In the second half of the year, we added a web version, implemented support for legal entities, and developed a role-based access model. Now accountants and managers can manage the company's accounts with permissions from the director. We also expanded capabilities for foreign trade clients, automated contracts, introduced an FX platform with individual rates, and focused on automating the back office, which reduced payment processing times. The sales cabinet has become not only a platform for installment work but also a tool for integrating lending. Integration now takes less than a minute. Our clients have access to returns, analytics, convenient rates, and much more. We have maintained our focus on our mission—to help develop businesses in Kazakhstan.
What results have been achieved thanks to the digital bank?
— We finished the year with impressive results. Our client base grew by 2.5 times, while liquidity in accounts increased tenfold. As of now, our digital bank ranks among the top six similar products in the market. In our flagship area—QR installment plans—the share of partner sales increased from 15% to 40%. Furthermore, in the coming months, we will reach one of our main goals—self-sustainability. Shareholders see the results and support our strategy, confirming the correctness of the chosen course.
A modern bank is not only about convenient products but also about philosophy. How is the bank moving in this direction?
— We strive to understand our clients and go beyond business relationships. This year, together with our clients, we planted 100 trees as part of the "Green Alley HCB Business" initiative. Each tree has a plaque with the client's logo. This initiative aimed to improve the ecological situation in Almaty and demonstrate our commitment to ESG principles.
We also created an online course to help clients improve their financial literacy, learn the basics of digital marketing, and utilize contract templates. Our chatbot, developed based on Harvard Business Review books, assists in solving business cases. Another notable initiative was a joint project with libraries in Almaty, where we replenished special book dispensers with business literature and provided visitors of major shopping malls with access to it.
How do you build relationships within the team?
— Our team consists of over 300 specialists organized into five departments. We foster professional and comfortable relationships within the organization. The new office with open spaces reflects this approach. My goal is to create conditions where employees work with passion and inspiration. My principle is simple: treat people the way you want to be treated.
What goals does the bank set for the new year?
— Our aim is to become the best financial assistant for small businesses, specifically for the segments we focus on. We will continue to expand our client base, launch new tools and products for SMEs. One of our key tasks will be the development of the lending sector. We will enhance our analytical tools and the functionality of our services, seek new growth points for margins, and expand partnerships.
Where do you draw inspiration from as a young leader?
— My main sources of inspiration are self-development, reading, and attending international conferences. I study best practices and adapt them to the realities of Kazakhstan. The key is not to drown in routine and to maintain discipline.
What personal goals do you set for the next year?
— My primary goal is to grow alongside the bank and the team, applying new knowledge to achieve strategic objectives.