/ Business Growth · Case 04 · Fintech · Series C · USA
Finix
Lower fees as a growth lever for SME customers of Finix, a US Series-C fintech.
The brief.
On the business side, the engagement with Finix framed payments transformation as a growth lever for the SME customer base. Per the source brief, the work spearheaded the digital transformation of payment experiences and finance-management systems, and optimized the underlying financial infrastructure to streamline processes and reduce fees for SME enterprises. The growth thesis was simple: every basis point of fee removed from the SME journey shows up in adoption, retention, and word-of-mouth among SME operators.
What was on the table.
Finix, a Series-C US fintech, needed its SME segment to experience payments and finance management as a growth product, not just an operational utility — the growth case rested on streamlined processes and reduced fees the customer could feel.
How it shipped.
Spearheaded the digital transformation of payment experiences and finance-management systems for SME customers.
Optimized the financial infrastructure to streamline processes that touched the SME journey.
Reduced fees for SME enterprises — translated directly into the SME-facing growth narrative.
Payments as a growth product, not an operational utility
The Finix engagement reframed payments and finance management as a growth lever for the SME book. Every basis point removed from the SME journey was treated as a marketing channel — the lowest-friction way to grow an SME book is to keep more of the SME's money in the SME's account.
SMEs do not buy payments; they buy fewer reconciliations and lower fees.
Growth is a downstream effect of structural simplification, not a campaign.
Fee reduction is a retention asset before it is a marketing claim.
The SME journey, broken into removable steps
We mapped the SME payment journey end-to-end and treated every step as a candidate for removal. The logical model surfaced the steps that were structural (regulatory, settlement) versus operational (legacy workflow), so the team could attack the operational layer without touching the structural one.
Onboarding → KYB → activation: instrumented as a single funnel with explicit drop-off steps.
Settlement → reconciliation → finance management: structured as one continuous data flow rather than three siloed exports.
Fee schedule: decomposed into structural cost vs. friction cost; only the friction cost was attacked first.
Streamlined process flows, fee model, and SME-facing narrative
On the business side, the engagement shipped the brief that quantified streamlined SME processes, a fee-reduction model framed as an SME growth lever, and the GTM narrative that translated infrastructure work into SME-visible benefit.
SME payments + finance-management transformation brief.
Streamlined SME process flows with measured friction reduction.
Fee-reduction model framed as the SME-facing growth narrative.
Numbers, verified.
- SME fees (per source brief)
- Lower
- SME payment processes
- Streamlined
- Stage of engagement
- Series-C
/ What we shipped
SME payments + finance-management transformation brief
Streamlined SME process flows
Fee-reduction model framed as SME growth lever
What stuck.
On the growth side, the most useful reframe was treating fee reduction as a marketing channel: the lowest-friction way to grow an SME book is to keep more of the SME's money in the SME's account.