Agami: From Read-Only Dashboard to 1.5M-User Fintech Platform
Role
Product Manager
Timeline
2024 - 2026
Platform
iOS, Android
Scale
0M
Scaled from 300K users
DAU
0K
From 5K daily users
MAU
0K
From 80K monthly users
The Mandate: Turn Agami from a passive financial viewer into a daily financial lifestyle app for underserved entrepreneurs. By architecting a new core transaction engine (Agami Transaction System) and digitizing the acquisition funnel, we stopped capital leakage, reduced branch dependency, and quintupled the user base.
01. Product Context
BRAC Microfinance serves a large base of clients across Bangladesh, including many small business owners and people who are using digital finance for the first time. Agami launched in 2022 to serve this audience and make BRAC Microfinance more accessible through a dedicated digital experience.
Agami was already trusted by existing clients, but the app was mostly used as a passive financial dashboard. Users could view loan and savings information, but most meaningful actions still depended on branch visits or external channels.
The opportunity was to turn Agami into a stronger digital platform that could support acquisition, engagement, transactions, content, and analytics.
02. The Core Problem
Agami had reach, but not enough daily relevance.
Users could open the app and view information, but they could not complete many high-value actions inside the BRAC ecosystem. That left the product short on convenience, growth, and habit.
Branch dependency
Existing clients still needed physical branches for many valuable tasks, which limited convenience and slowed adoption.
Limited acquisition
Non BRAC Members had no use of the Agami because the app was built mainly for existing BRAC users and offered very little value before someone became a member.
Low daily utility
Financial activity could move outside BRAC because the app did not yet offer enough useful actions to bring people back every day.
03. Product Strategy
I approached Agami's transformation through three product bets.
Acquisition
Acquisition
Make Agami useful for people who were not yet BRAC clients, so the app could become a starting point instead of only a servicing tool.
Utility
Utility
Introduce transaction capability so users could complete meaningful financial actions inside the BRAC ecosystem.
Scalability
Scalability
Build the operational foundation needed to grow the product with confidence, including redesign, CMS support, and analytics.
04. Non Client Onboarding
Problem
Previously, Agami was mainly useful for existing BRAC Microfinance clients. A non client had very little reason to download or explore the app because the experience was built around people who already had BRAC financial products.
Product decision
I helped design the Non Client experience so new users could download Agami, explore BRAC Microfinance products, understand available offerings, and request membership directly from the app.
This changed Agami from a servicing app into a digital acquisition channel.
My contribution
I defined the non client journey, structured the product exploration flow, prepared requirements for onboarding requests, and coordinated the connection between the mobile app and the back office process.
05. Transaction System
Problem
Agami allowed users to view financial information, but it did not provide enough transaction utility. That reduced daily engagement and kept users dependent on external financial channels.
Product decision
I worked on the Agami Transaction System, a new transaction layer inside the app. The goal was to increase daily usefulness, retain more activity inside the BRAC ecosystem, and prepare Agami for future fintech capabilities.
The system introduced transaction flows, balance visibility, confirmation screens, safeguards, failure handling, and reconciliation considerations.
My contribution
I defined transaction requirements from zero to launch, designed user flows, worked on transfer and confirmation screen logic, and helped define approval, failure, and reconciliation scenarios.
06. Redesign and UX Modernization
Problem
As Agami expanded, the old interface was no longer enough. The app needed to support more products, more financial actions, more content, and more user types without becoming confusing.
Product decision
I initiated UX research and helped modernize the app experience. We studied user pain points around visibility, comprehension, navigation, and trust.
The homepage, financial summaries, product sections, and key journeys were redesigned to reduce cognitive load and make the app easier for low-confidence digital finance users.
My contribution
I helped identify UX gaps, translated research findings into product decisions, worked with design on information architecture, and aligned stakeholders on a cleaner product structure.
07. Content Management System
Problem
Before the CMS initiative, much of Agami's content was either hard-coded or configured directly in the database. That made content updates slow and dependent on technical teams.
Product decision
I helped initiate a dedicated Content Management System for Agami. The CMS allowed teams to manage app content without requiring engineering support for every small update.
This made Agami easier to operate as a live product.
My contribution
I helped define the CMS scope, identified configurable content areas, structured requirements, and aligned business and technical stakeholders on how CMS content would support the mobile app.
08. Analytics Dashboard
Problem
Agami analytics previously depended heavily on manual reporting. Downloads, logins, and other indicators were fetched separately, which made it difficult to understand user behavior in a structured way.
Product decision
I helped design an analytics portal that combined reported business data with event-based product analytics from Firebase.
This helped the team move from basic reporting to product intelligence. We could begin understanding feature usage, drop-offs, engagement, and opportunities for improvement.
My contribution
I helped define analytics requirements, mapped business and product metrics, worked on event tracking needs, and helped structure dashboards for stakeholder decision making.
09. Navigating Institutional Complexity
Agami was not a greenfield startup product. It operated inside a large microfinance ecosystem with back office record systems, branch operations, manual business day closure, backdated entries, approvals, and multiple operational dependencies.
This created real product complexity.
For example, the app could operate on the calendar date while some branches could remain on a delayed business date because of manual closing processes. That meant transaction logic had to be designed carefully so the user experience stayed simple while the backend process remained safe and reconcilable.
I helped translate institutional constraints into product logic, documented edge cases, and worked with engineering and operations teams to balance business safety with user simplicity.
Good fintech UX is not only about clean screens. It is also about hiding operational complexity without creating risk.
10. My Role as Product Manager
As Product Manager, I worked across product strategy, UX, requirements, stakeholder alignment, and execution. My role was to make the product easier to use while keeping it realistic for a complex operating environment.
Responsibilities
- 1Defining product direction
- 2Writing PRDs and system requirements
- 3Designing user journeys
- 4Conducting UX research
- 5Coordinating with engineering
- 6Aligning with ERP and operations teams
- 7Translating institutional constraints into simple user flows
- 8Making sure product growth did not come at the cost of clarity or operational safety
11. Outcome
Agami became more than a read-only financial dashboard.
It became a digital acquisition channel, a transaction utility layer, a CMS-driven product surface, and a product intelligence platform for BRAC Microfinance.
More importantly, Agami became a stronger foundation for serving underserved entrepreneurs at scale.