Monobank
Director of Marketing
"I wanted to say that you don't need to be bold and lazy and have a plan for any situation, but I understand that you can't plan everything, so I would leave everything the way it works for us."
monobank — a retail product of JSC "Universal Bank", which arose as part of cooperation with the Fintech Band team. Within the framework of monobank, credit cards are issued for customers, there is an opportunity to place deposits and receive other services, and the best mobile application will make financial management as convenient as possible. Monobank works only on mobile devices.
The situation with the company before the war. How would you describe the state of the industry and the company before the war
Monobank became the market leader, began the transformation of Ukrainian banking and business in general, the dynamic of new customers attraction was about 200,000 new customers per month.
Was the company preparing for a possible war? How exactly?
We didn`t prepare, we didn`t want to believe in this nonsense. However, we had been ready even since the pandemic, when all colleagues moved to remote work in 1 day.
What business and team (personnel) decisions did the company make in the first hours and first weeks of the war
We, like all banks, minimized credit risks and unnecessary expenses, while trying not to leave clients without credit money at all. Also we turned off advertising, but left the referral program. As for the staff, it quickly became clear that all colleagues would keep their jobs with their salaries, but we had to pause the recruitment of new employees.
How did the company's product change or adapt because of the war?
The war dictates the agenda, so we looked at the overall picture and the needs of customers in new circumstances — we made charitable "Jars" (moneybox) and significantly improved the Jar's funnel, launched the delivery of cards to Europe, organized coffee for the military, made patriotic skins and organized our own charity meetings together with funds. It took a lot of time to adjust under the restrictions of the NBU (National Bank of Ukraine).
What has changed in approaches to company management because of the war? (e.g. planning horizon, planning approaches, management methods and tools, etc.)
Nothing has changed, we are continuing planning for several months forward as well.
What is the state of the company after half a year of war. What are your plans for the future?
The plans are to become better, inconspicuous and simple provider of complex banking services. We are adapting to the situation.
What are the main lessons the manager/company learned during the war
I wanted to say "that you don't need to be bold and lazy and have a plan for any situation", but I understand that you can't plan everything, so I would leave everything the way it works for us.
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