Empower small businesses by providing capital through technology.

We operated according to 2 main values:

There are 2 main types of players in the SMB loan business in the US: Non-tech and tech lenders. Non tech lenders have been working in the industry for quite some time and are very good at advancing leads down the sales funnel using emails, text messages and phone calls. The sales pitch ranges from snake-oil style to almost straight forward.

Tech lenders (such as Bluevine, Fundbox), have a strong online presence solid onboarding with integrations to 3rd parties that streamline the UX and the credit committee process.

Salaryo already had an online onboarding process, however the UX was not up to par with competition and the resulting customer file on the admin side were insufficient for the operations team to make a decision on the application.

After pivoting and searching PMF, operations at Salaryo were a mess that was held together by the CEO and the VP Product. The admin system didn’t support operations needs nor business model, resulting in human error and redundant work. Moreover, it was built on the wrong technological framework, which significantly reduced performance and prolonged development of new features.

As a digital service, Salaryo was lacking much of its more advanced competitors offerings, and management was interested in adding new features that will reduce workload on support and operations and also features that will increase revenue as well: Managing payments, managing payment methods, applying for a new loan as an existing customer, requesting payments deferrals are all examples of such features.

I was charged with achieving the company’s goals which were:

Increase customer acquisition by

Revamping the admin in order to accommodate business’ and operations’ needs and also standardizing the onboarding process for a verified application data, with which the operations team can move quicker and more reliantly.

Establishing a robust digital service that affords users with revenue generating new features and removing workload from the operations team.

If you’re not into reading, please take ~2 minutes to watch me go over the website:

Overhauling the website’s served 2 goals:

Small business owners, 25-60 years old, with a solid revenue stream and a modern approach to business.

👉 You can check Salaryo’s website here.

If you’re not into reading, please take ~4 minutes to watch me go over the onboarding feature:

The onboarding feature was designed to achieve the customer acquisition goal, by streamlining the onboarding process in terms of UX and operations, it consisted of:

The purpose of the My Account was to allow users to manage their term loan, thus reducing operations burden, and to offer additional offerings such as credit card, line of credit and savings.

If you’re not into reading, please take ~4 minutes to watch me go over this feature:

Customers with past due payments cost operations’ resources, but most important sully the relationship, increasing the chances of further past due payments and reducing the chances of a customer paying back the loan.

Other than actually repaying back loans, the goal with this feature was to inform the customer of past due payments they may have and allow them to pay them with any payment method they would like (wire transfer, credit card or ACH)

The messaging went increasingly more severe as the number of past due increased, thus using proper language for each stage of the delinquency.

If you’re not into reading, please take ~2 minutes to watch me go over this feature:

Expanding operations and working with certain banks required us to improve security and adhere to certain standards, including the 2FA authentication.

The current admin system suffered from several deep flaws:

Foremost, it didn’t reflect the current business model and operations, resulting in human error, prolonged work, redundant processes and more important - limited the company’s ability to support new offerings.

The technological framework it was built upon and legacy code was such that every new feature required 2-3x the dev time

Since the system has not been designed for current operations, all the hacks and know how were concentrated at the VP Product mind, which meant high dependent team and lots of back-and-forth.

The main concern was to rethink current information architecture into one that will allow the company to offer more products and services.

👉 Link to FigJam

This new architecture will allow the company to support the selling of multiple products at once and more products over time, and will improve operations by defining and standardizing the selling process, reducing workload and training time for employees.

If you’re not into reading, please take ~2 minutes to watch me go over this feature:

The payment schedule is the heart of the term loan - it is a representation of a term loan’s payments from the initial funding all the way down to the last payment. The payment schedule allows the billing team to view and control payments. It is integrated with SVB, affording the team with detailed transaction information and the ability to approve new payments and fire transactions.

If you’re not into reading, please take ~0.5 minute to watch me go over this feature:

Management and board of directors require access to data and insights - the Insights wizard allows them to request any data they require, relieving the operations team from dealing with requests.