Akulaku provides financial technology services in Southeast Asia.
It is an E+ round unicorn, providing consumer finance, digital banking, insurance, P2P and other services, and has more than 50 million users.
In the consumer finance business department, I am in charge of asset-side operations in the Indonesian market. In the past five years, the transaction volume of the business I am in charge of has increased from $10m/month
My experience can be roughly divided into five stages:
Phase 1, 2018.4-2018.9,the core indicators are the amount of new assets and the number of users per month.
Through actions such as optimizing financial products, doing big promotions, introducing brand sellers, and adding new service areas, I have achieved significant growth for the consumer finance business, and won the company's only quarterly star in the third quarter. In June of the same year, I began to work abroad for 3 years.
Phase 2, 2018.9-2019.9, the core indicators are the amount of new assets and the number of users per month.
Through the introduction of cross-border supply chains in self-operated consumption scenarios, in-depth cooperation with local brands, and the introduction of down payment promotions, etc., a 100% increase in monthly new assets has been achieved, and the scale of the outstanding loan balance has been greatly increased.
At the same time, I managed a team of 20+ Chinese and 100 Indonesians.
Phase 3, 2019.9-2020.12, the core indicators are NPL, the amount of new assets per month, and the number of users.
During the epidemic period, the average income of users has decreased, the industry's credit default rate has increased, the weight of risk control has increased, and the priority of growth has decreased.
As a financial product operator, I optimized the repayment process and credit granting process, and worked with the risk department to control the repayment risk, adjust the asset structure, increase the proportion of high-quality users, and control NPL within a controllable range under the epidemic.
In terms of asset growth, by deeply cultivating top categories such as mobile phones and virtual reality in the self-operated consumption scene, exclusive release of new products, direct connection and cooperation with operators, and introduction of OTA products, etc., the monthly new assets of the self-operated consumption scene increased by 50%.
At the same time, I operate as a white-label product and launched Lazada Paylater at the end of 2020. Through the whitelist strategy, payment pass rate optimization, and pre-loan/during strategy optimization, the monthly new asset amount will reach 10 million US dollars per month within 1 year. Awarded the Outstanding Team of the Year.
Stage 4, 2021.1-2021.9, the core indicators are the amount of new assets and the number of users per month.
I am responsible for the growth of assets in the self-operated consumption scene. Through in-depth cooperation with brands, linkage with user operations, and marketing departments, the amount of new assets increased by 20% every month. Channel Top2~3.
At the same time, I am responsible for the operation of the payment center, and have made excellent performance in reducing costs, improving the success rate, and reconciliation of the middle office, which is mentioned in detail in the later project experience.
Stage 5, from September 2021 to now, the core indicators are the amount of new assets per month, the number of users, cost, and experience.
I am responsible for the operation of European consumer finance projects from 0 to 1. I am responsible for the asset amount, payment success rate, and operating profit. I have served 300,000 European users and added 3m euro assets.
In the Indonesian market, I am in charge of customer service, merchant management, and payment departments. The goal is to reduce costs and increase efficiency. The annual goals have all been exceeded, saving the company more than 100 million yuan per year, and won the annual excellent team.
