![\"img\"](\"/images/mcp-corezoid-ai-plugin.png\")
A connector for working with Corezoid processes from AI agents (Claude, GPT, etc.).
\nCapabilities:
\nRepository: https://github.com/corezoid/corezoid-ai-plugin
\ngit clone https://github.com/corezoid/corezoid-ai-doc.git\ncd corezoid-ai-doc/mcp-server && uv sync\nAdd your Corezoid API keys (API_LOGIN / SECRET / BASE_URL / COMPANY_ID) to .env and add the following configuration to claude_desktop_config.json:
\"mcpServers\": {\n \"corezoid\": {\n \"command\": \"uv\",\n \"args\": [\"run\", \"--directory\", \"/Users/user/corezoid-ai-doc/mcp-server\", \"python\", \"main.py\"]\n }\n}\nThen start the server:
\nnpm start\nMCP is ready — you can now work with Corezoid processes from AI.
\nRequirements:
\nAPI_LOGIN, SECRET, BASE_URL, COMPANY_ID)Optional:
\n
A connector for working with Corezoid processes from AI agents (Claude, GPT, etc.).
\nCapabilities:
\nRepository: https://github.com/corezoid/corezoid-ai-plugin
\ngit clone https://github.com/corezoid/corezoid-ai-doc.git\ncd corezoid-ai-doc/mcp-server && uv sync\nAdd your Corezoid API keys (API_LOGIN / SECRET / BASE_URL / COMPANY_ID) to .env and add the following configuration to claude_desktop_config.json:
\"mcpServers\": {\n \"corezoid\": {\n \"command\": \"uv\",\n \"args\": [\"run\", \"--directory\", \"/Users/user/corezoid-ai-doc/mcp-server\", \"python\", \"main.py\"]\n }\n}\nThen start the server:
\nnpm start\nMCP is ready — you can now work with Corezoid processes from AI.
\nRequirements:
\nAPI_LOGIN, SECRET, BASE_URL, COMPANY_ID)Optional:
\n![\"img\"](\"/images/ATG_Formal_Core_Diagram.png\") | \n
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A new scientific paper by Oleksandr Vityaz, \"Active Transaction Graphs: A Formal Framework for Transactional Interactive Systems\" has been published on ResearchGate.
\nThe paper introduces Active Transaction Graphs (ATGs) — a formal framework for interactive systems where state, interaction, execution traceability, and accounting consequences must be modeled together. In ATGs, system participants are modeled as actors, graph edges act as computational mediators of transactions, and system behavior is observed through the semantic triple (result, trace, ledger).
\nWithin the formal core, the paper proves several results including a noise projection theorem, an embedding of Petri nets into ATGs, and a representation of CHAM-style systems as quotients of ATGs. The framework is intended as a semantic foundation for transactional interactive systems such as workflow engines, enterprise platforms, and human–AI operational environments.
\nPublication details:
\nTitle: Active Transaction Graphs: A Formal Framework for Transactional Interactive Systems
\nAuthor: Oleksandr Vityaz · corezoid.com · March 2026
\n","frontmatter":{"date":"2026-03-16","title":"Active Transaction Graphs: A Formal Framework for Transactional Interactive Systems","url":"active-transaction-graphs-research-announcement","description":"A new scientific paper by Oleksandr Vityaz introduces Active Transaction Graphs — a formal framework for transactional interactive systems such as workflow engines, enterprise platforms, and human–AI operational environments.","image":"/images/ATG_Formal_Core_Diagram.png","lang":"en","category":["News"],"subcategory":[""],"next":"the-science-of-effective-control-new-research-publication","tags":["ActiveTransactionGraphs","transactional_systems","workflow_engines","enterprise_platforms"]}}},{"node":{"fields":{"slug":"/blog/the-science-of-effective-control-new-research-publication/"},"html":"![\"img\"](\"/images/_03_02.jpg\") | \n
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We are proud to announce that our team is pushing the boundaries of cybernetics and AI. A new scientific paper by Alexander Vityaz (Oleksandr Vityaz), titled On the Necessity of Noise Suppression for Minimal Good Regulators: Factorization Theorems and a Closure Conjecture has been published on ResearchGate.
\nIn simple terms, the research mathematically proves a fundamental truth: no management system—be it an IT architecture or a business process—can be truly effective if it cannot suppress \"informational noise.\" In an era of data overload, this work establishes the critical necessity of filtering out the irrelevant to ensure precise decision-making. We are honored to see our theoretical frameworks grounded in fundamental science, helping us build smarter and more resilient digital products.
\nPublication details:
\n\nAuthor: Oleksandr Vityaz · corezoid.com, Dnipro, Ukraine · January 2026
\n","frontmatter":{"date":"2026-03-02","title":"The Science of Effective Control: New Research Publication","url":"the-science-of-effective-control-new-research-publication","description":"A new scientific paper by Alexander Vityaz mathematically proves that no management system can be truly effective if it cannot suppress informational noise.","image":"/images/_03_02.jpg","lang":"en","category":["News"],"subcategory":[""],"next":"alexander-vityaz-interview-for-gagadget","tags":["cybernetics","regulation_theory","noise_suppression","Conant_Ashby_theorem"]}}},{"node":{"fields":{"slug":"/blog/alexander-vityaz-interview-for-gagadget/"},"html":"![\"img\"](\"/images/alexander-vityaz.jpeg\") | \n
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Founder Corezoid Inc. and Simulator.Company Alexander Vityaz spoke with Gagadget.com
\nSergii Mitiaiev, Editor-in-Chief Gagadget said about this interview: \"This time, we started (in fact, it was the topic of the conversation) with chatbots and ended with the dismissal of javascripters in his company, who were replaced by ChatGPT, the future of AI, and... energy communism\".
\nRead the interview by the link: https://gagadget.com/en/interview/240628-alexander-vityaz-corezoid-chatbots-as-a-separate-kind-of-software-do-not-exist/
","frontmatter":{"date":"2023-05-04","title":"Why chatbots, as a separate kind of software, do not exist - Alexander Vityaz`s interview for Gagadget","url":"alexander-vityaz-interview-for-gagadget","description":"Founder Corezoid Inc. and Simulator.Company Alexander Vityaz spoke with Gagadget.com","image":"/images/alexander-vityaz.jpeg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"anastasiya-kireeva-spilno-school-founder","tags":["integration","chatbot","orchestrator","interview"]}}},{"node":{"fields":{"slug":"/blog/sigma-software-helps-a-large-electronics-retailer-streamline-contact-center/"},"html":"ІТ company Sigma Software at the request of large retailer Eldorado.ua has developed and implemented an automated client communications system. The system enables chatbot integration with the contact center that receives up to 30 thousand client requests every day.\nThe development and launch were completed in extremely short terms - just a few weeks - with a minimum team, including digitalization specialists from Sigma Software as well as requirements clarification and integration experts from the retailer Eldorado.ua. The speed of system digitalization was enabled by the low-code platform Corezoid. As a result, the contact center's workload decreased by a third.
\nEvery year, Ukrainian consumer electronics retailer Eldorado.ua serves over 10 million clients through its 120 brick-and-mortar stores and an online shop, which translates into thousands of client requests via voice calls and emails to their contact center every day. In order to provide their clients with a multi-channel experience, ensure quick connection and detailed information during ordering, the company initiated a deep transformation and digitalization strategy, starting with a digital solution to automate their contact center operations and add new communication channels, including a website widget and chatbots.
\n![\"img\"](\"/images/sigma-software/finger.webp\") | \n
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Online chat solutions and automated workplaces have proven to be highly effective in improving client experience, minimizing operator time per request, and reducing operator stress and workload. However, implementing a solution at a large and distributed company like Eldorado.ua requires careful consideration. Seeking an extremely flexible and cost-efficient solution, Eldorado.ua turned to Sigma Software, a company with a proven track record of successful IT consulting.
\n“Our first step in automating Eldorado.ua’s client communication channels was to create a digital workplace for support operators, their group leaders, and analysts, complete with a live chat popup on the company’s website. We then integrated this solution with instant messengers’ chatbots, mobile apps, and other interfaces used by the company to communicate with its clients. Using the low-code hyperautomation engine Corezoid and Simulator.company technology created by Middleware Inc., we were able to launch fully-fledged communication orchestrator in just several weeks, significantly reducing development time and costs by at least 50%. Our solution provides opportunities for further improvements, automation, statistics, and analytics,” says Hanna Khrystianovych, Digitalization Program Manager at Sigma Software.
\nIn addition to Sigma Software’s expertise in business process automation and IT consulting, the solution leverages the Corezoid platform, which was created by Middleware Inc. Corezoid provides a flexible and cost-effective solution for communication orchestration and business logic, reducing development time by at least 50% and resulting in significant cost savings. The Middleware consultants also played a role in the implementation process, providing support and expertise to ensure a successful launch. Corezoid platform continues to evolve and add new features, providing Eldorado with ongoing benefits and opportunities to further optimize their client communications.
\n![\"img\"](\"/images/sigma-software/chat.webp\") | \n
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“Eldorado.ua is continuously expanding its team of operators working with the new client communications system, and the first months of its use have already shown great results in both client experience and request processing time. Thanks to the flexibility of the Corezoid-backed system, our engineers were able to quickly react to changing requirements, while Sigma Software’s expertise in building automated contact centers allowed us to provide guidance on optimal architectural and business logic decisions. Our system provides monitoring and reporting tools for client request processing and operator workload to ensure further improvements. We continue to support and maintain the system, helping Eldorado.ua specialists to master all its features and leverage analytical data to improve their client service,” adds Eugene Ustimenkov, Corezoid Program Manager at Sigma Software.
\n“The contact center chats became the next step in our large-scale transformation program aiming to create a new working experience across all channels. For our clients, it means increased request processing and additional comfort due to integration with the whole information system landscape and access to all clients’ data. Corezoid platform opens a cost-efficient concept and integration of various information systems in our future development,” tells Andriy Romanenko, Director of Business Digital Transformation at Eldorado.ua.
\nSigma Software – IT service company with 2000+ specialists and a large portfolio of low-code and no-code products that allow solving complex digitalization tasks for large and middle-size businesses with a minimum team of tech specialists. The company’s experts have developed a chatbot for Kharkiv residents to check their premises’ state, a solution for Diia.Business Kharkiv processes automation, and are engaged in projects for world-known brands, such as IATA, Volvo, AstraZeneca, Scania, Fortum.
\nEldorado.ua is a comfortable omnichannel provider of equipment and electronics in Ukraine. The network includes 95 shops, an online store, and a handy mobile app with various delivery options. It provides work for 3.2 thousand people.
\nThe company has been operating in the Ukrainian market since 1999. During this time, over three million Ukrainians became regular buyers of equipment and electronics in eldorado.ua, meeting the needs of their families.
\nSince February 2022, the company has furnished equipment and electronics for a total amount of more than UAH 10 million for the Ukrainian Defence Forces and provides a constant 10% discount for the Ukrainian military.
\nIn 2022, they have started a social initiative ‘A brick for a family’ – everyone can buy ‘a brick’ at the price of 23 UAH in a shop or online. All costs are forwarded to build module houses for families, whose homes were destroyed by the war. The first house has already been made for the family of a military serviceman from the Chernigiv Region.
\nSource: sigma.software
","frontmatter":{"date":"2023-03-27","title":"Sigma Software helps a large electronics retailer streamline contact center with modern digital platform","url":"sigma-software-helps-a-large-electronics-retailer-streamline-contact-center","description":"As a result, the contact center‘s workload decreased by a third","image":"/images/sigma-software/partner-sigma-eldorado.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"sigma-software-middleware","tags":["sigma","software","digital","transformation","retail"]}}},{"node":{"fields":{"slug":"/blog/anastasiya-kireeva-spilno-school-founder/"},"html":"![\"img\"](\"/images/spilno-school/founder.jpeg\") | \n
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| Anastasiya Kireeva, founder of the non-profit and self-sustainable project \"Spilno.School\" | \n
I was deeply concerned about the following issue: if the school we know does not suit and is not liked by either children, parents, teachers, business, or society, then what should a new school format be in order to meet the challenges of tomorrow? The old Soviet classroom system was similar to a bus. Pupils are loaded at station A. And they need to be taken to graduation in the 11th grade at station B. Pupils must take a certain route of 5 lessons a day, with clear stops at the end of the quarter, vacations and exams.
\nEveryone travels the same route. Everything is controlled by the teacher-driver, and the students are just passive passengers. The driver (teacher) is actually a robot in this situation, because he’s just driving in accordance with a program compiled by someone else and issued to the teacher without the right for any changes. A large proportion of all schools in Ukraine continue to pursue the tasks of mass education and operate according to the class-lesson model.
\n![\"img\"](\"/images/spilno-school/bus.jpeg\") | \n
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In the old school, students are \"objects\" on which \"the learning process is carried out.\" Also, students are objects of control by teachers and parents (through grades, diaries, etc.).
\nBut when a student gets the \"A\" score in math, for example, what does that really mean? What is \"A\"?
\nAny scales or ratings can still only tell us whether the student remembers what he was told, or whether he practiced doing what he was shown as a model. But we understand that this in no way brings us closer to a holistic perception of a person who is studying, as well as to an understanding of whether the child is ready to act in a modern world.
\nInternational organizations (UNESCO, Organizations of International Cooperation) and research groups at the level of states in various countries during the last decades have been purposefully searching for new goals and meaning of education and continue this work until now. But the two decisions reached somewhere in the late 70s and early 80s remain the main vectors directing global changes in education to this day.
\nThe key principles are lifetime learning and competencies as the goal of working with educational content (goal-oriented education). That is, as a result of certain educational activities, a student must not only know something, but also be able to apply knowledge to solve problems and have such an attitude to life that would motivate him to constantly adapt his competences to changing contexts in the future.
\nIf we apply these fundamental conclusions to the school, it means that in order to achieve such results, instead of “transferring the knowledge”, we create a complex educational environment.
\nWe need to create a simulator or training ground, which allows students to make real decisions within the scope of their responsibility. Namely, decisions about all educational events that happen to them at school.
\n\n\nWe need to create a simulator or training ground, which allows students to make real decisions within the scope of their responsibility.
\n
Therefore, we need to make sure that the educational environment is rich in significant specialists, useful information, social connections, and various spaces that encourage curiosity. It is not enough for a graduate to remember, say, the Pythagorean theorem, when in the future he needs to calculate how many tiles to buy for the roof.
\nInstead of believing the first thing you hear, you should be able to distinguish possible falsehoods, check information from different sources and draw appropriate conclusions, as well as be able to act to achieve your goal, and not be a hostage to manipulation.
\nI will continue the tourist metaphor. A modern school should create such opportunities so that the student can follow his own path of learning. Only in this way can he learn to be an Actor of self-education during his whole life. The school in this format will provide him with maps and convenient navigation for orientation: \"Where am I?\", \"What are the route options?\", \"Where should I go next?\".
\n\n\nOnly in this way can he learn to be an Actor of self-education during his whole life.
\n
Spilno.School started in 2015 with 10 students. We were growing step by step, so that the form did not overtake the quality. But at each stage there was a vision and a strategic plan of development towards a fully-fledged school of a new generation, a school that is valuable to children, parents, teachers and also contributes to the good of society. Every year we almost doubled the number of students. Last September, 160 students started their education in a building designed by us and built for us, capable of accommodating 300 students and 100 preschoolers.
\nImagine the amount of input data and the various processes that need to be coordinated in a clear and structured way, while keeping the necessary amount of flexibility for choices by all participants under the rapidly changing circumstances. Different ages, number of groups of children, compulsory classes and optional courses, self-organized events, dozens of teachers and their working mood. Add to this educational projects, individual profile of each student and personal information about students’ actions, behavior in the learning process – both online and offline...
\nBy the time we reached 80 students, we knew we had reached the limit of what we could orchestrate with Google tools, messengers, email, and the standard BaseCamp project management software. That’s why we began to actively look for IT-solutions tailored to the needs of schools.
\nWe searched, but found nothing relevant. There were several such attempts, and each time we encountered the fact that the existing platforms and LMS solutions had their own vision of education embedded in the software. Unfortunately, this logic often represented the old-school framework of the class-lesson model. All the possibilities of changes were limited to minor tweaks here and there.
\nThe implementation of any of such services would mean that Spilno.School needed to bind to the \"Procrustean bed\" of someone else’s vision.
\nGoogle Classroom, Human, School today didn’t fit our needs. These services do not think in terms of maps or matrixes of competencies. By default they have features of marks and assessments, and don’t provide any meaningful autonomy for students.
\nAt the same time, they offer a bunch of unnecessary functionality with calendar plans, hardcoded schedules, slots for lessons, grades, an electronic diary, so that parents could control their children. What was important for us was not there. And they do not make any drastic changes in their ready-made solutions.
\nLast year, we tried to work with a service that provides universal tools for managing companies in various fields and was ready to develop the functionality for us – JSolutions. But in the end, we refused to cooperate: every detail required a clear technical description from our side. And that’s not always possible.
\nEven if we were able to come up with a technical description, then we needed to wait for programmers to do the job, wait for testing and bug-fixing, wait for the next release. This is not the speed and flexibility we like to pursue in the Spilno.School.
\nThe war made significant adjustments to this year's plans. We have already understood that the most valuable and effective learning of children takes place in direct contact with other people and the environment. Education is always a \"chemistry\" between people, which occurs through the interaction between people. And Spilno School has everything necessary for the learning process to take place “in real time”. We didn't understand exactly what was going to happen when September started, but we expected Spilno.School to become an even more adaptive educational environment. After all, we had to take into account the distance that emerged between students and teachers in some cases.
\nSo in summer 2022, before the start of the educational year, the task was to combine offline training with online and remote learning. We wanted the educational process to be enhanced with technology. Depending on the case, we arrange online or on-site educational activities.
\nWe do our best on-premises and online. So it wasn't about two separate realities, offline and online. We aimed to create a single hybrid educational environment, the possibilities of which would be expanded due to technology. We were not aiming to create two separate flows: online and offline. We wanted to create an augmented, hybrid, comprehensive educational environment enhanced with technology.
\n\n\nWe wanted to create an augmented, hybrid, comprehensive educational environment enhanced with technology.
\n
When I chose Simulator technology, it was important for me to realize that we’d be able to use the tool for our needs, and not vice versa – adapt our valuable unique processes to someone’s tools. We wanted to create a \"navigation system\", something like “knowledge maps”, which would be simple enough for students to understand, but at the same time closely related to the learning material. So we decided to start using a readily available online content management system and at the same time use Corezoid and Simulator technology for the rest of the digital tasks at Spilno.School.
\nWith Corezoid we get a builder that allows us to develop the learning concepts based on our own educational architecture, and with the ability to quickly and conveniently experiment with the various IT-innovations that constantly emerge.
\nWe have passed only the first stage of their implementation into the Spilno.School processes. However, we discovered a new horizon of possibilities for using Corezoid and Simulator technologies, which was not even seen at first.
\nWe needed technology to build “the learning maps”. Based on Simulator, we developed the prototype of IT-solution, that constantly gives the student the answer to the questions I mentioned above: “Where am I? Where do I start? What do I have in front of me? Where could I go next?”
\nSo far, we have implemented the first two versions of the student workspace and connected it to the Finnish content management system Claned.
\nClaned allows to create courses, and within courses – provide students with YouTube videos, PDF files, quizzes to solve etc. However, during the work with Claned we found out that a lot of indicators needed for us to track the progress of students (and also to allow students to track their own progress) the platform can’t display.
\nWe were looking for the type of technology that could allow a student to answer the questions: “What possible trajectories do I have? What trajectories are closed for now, but can possibly open in future? How well do I perform? What should be my next step?” Unfortunately, the Claned platform wasn’t able to help us build the solution we needed.
\nNeither Learning Management System can match the possibilities offered by Corezoid and Simulator technologies. As soon as we realized the limitations of the Claned platform, Corezoid and Simulator developers offered us to implement the whole solution we wanted based on their technology stack.
\n\n\nNeither Learning Management System can match the possibilities offered by Corezoid and Simulator technologies.
\n
So, as of now, we need to deploy a combination of LMS and educational platform for creating and managing courses/learning content, which will perform the following tasks:
\nThe mobility of modern families increased drastically in the course of last year. Therefore, Spilno School accepts new children throughout the calendar year. We also provide the opportunity to change the form of education during the year. Someone can start the year onsite, then go remote for 3 months. Or the student can leave the country to study at another school for a year. The war increased this tendency by an order of magnitude.
\nAt Spilno.School we highlight for students the points of entry into the learning process and provide them with understanding where to go next. Students can choose the speed, the way they move, select from various learning trajectories. Talking about the issues, we face the difficulties with orchestrating the communication between all the stakeholders, the speed of data collection and analysis, and the most important – delivering information to the people who most need it.
\n\n\nAt Spilno.School we highlight for students the points of entry into the learning process and provide them with understanding where to go next.
\n
We know what motivates and encourages learning most – and that is the instant and multi-layered feedback. Great integration capabilities, the ability to build learning maps, high level of flexibility – that is what we want to see in the technology stack we’d love to use.
\n\n\nGreat integration capabilities, the ability to build learning maps, high level of flexibility – that is what we want to see in the technology stack we’d love to use.
\n
Thanks to Simulator.Company, we already built a personal workplace — a place where every student of the school can enter and view basic information about himself and the status of ongoing educational tasks.
\nI’d like to tell a brief story. In 2015, when the Spilno.School was still very small, I first heard about Corezoid technology and its fantastic capabilities. The father of one of our students shared with great excitement that he needed just one manager to move hundreds of sea containers around Ukraine. And his company was the second largest container operator in the country. He then quickly explained to me how it worked and shared that all of this was orchestrated with Corezoid. I remember thinking at the time: when our School will grow big, I'm going to start using Corezoid to help our school if not with the movement of containers, then with the movement of educational components – just as easily and efficiently.
\nSpilno.School is a licensed educational institution that operates under the regulation and must deliver the mandatory expected result according to state educational standards, specifically described in terms of competencies. At the regulatory level, Ukraine is no way behind developed countries, and in some aspects we even have such legislative capabilities that overtake conservative Europe.
\nThe situation when a child periodically has gaps in education is common. Clarity is especially needed with those who have joined the school recently or returned after a long break. Someone could also be sick or unable to understand some educational material. It is still necessary to take into account the complicated circumstances in the work of schools: quarantines due to the pandemic, the realities of wartime – air raids, power outages, etc.
\nWe also see how strongly a child's emotional state affects thinking processes and motivation. If a student has a gap or a block in what he knows, the typical reaction is \"I don't understand anything\" or \"I'm stupid, nothing works, so I won't even try.\"
\nA periodic \"review\" is needed to find out what the child needs to repeat or improve in order to gain confidence in his knowledge and abilities. We have our own methods aimed at achieving these goals. In particular, we have matrices that work as a graphic representation of knowledge and competences for the entire period of study according to the main disciplines: mathematics, language, science, social studies, English and the SEL (social-emotional learning) course.
\n![\"img\"](\"/images/spilno-school/learning.jpeg\") | \n
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![\"img\"](\"/images/spilno-school/learning2.jpeg\") | \n
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| On-site lesson at Spilno.School | \n
\n
![\"img\"](\"/images/spilno-school/celebration.jpeg\") | \n
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| Celebration of the end of School year, June 2022 | \n
\n
![\"img\"](\"/images/spilno-school/game.jpeg\") | \n
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| Spilno.School has a lot of space for games and self-education | \n
\n
![\"img\"](\"/images/spilno-school/personal-account.jpeg\") | \n
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| Margaryta Lubomudrova (9-th grade student) logs in to her “Personal account” in Simulator.Company | \n
\n
![\"img\"](\"/images/spilno-school/table.png\") | \n
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| Mathematics competencies matrix for each grade of the Spilno School | \n
We do blended learning, or rather, hybrid learning. We don't just mix online and offline in certain proportions. Our task is to create an ecosystem and a comprehensive educational environment. There are processes that are best done on the online platform. This can speed up, say, assessment or access to content. But there are things that happen more efficiently through direct contact between the teacher and a group of children, or students working in pairs or in teams, etc.
\nThere is a saying that there are actually three \"teachers\" in a school: the teacher, other students and the space in which the learning process takes place. We designed the school based on an innovative educational concept. Therefore, we needed multifunctional spaces that could be flexibly used for the teacher's work with the children and for the children themselves.
\nWe also have classrooms, but activities that take place there contribute to not more than 10% of all educational processes. At Spilno.School students have their own communities, places for individual work and work in groups of different sizes – from 8 to 70 children. That is a comfortable approach to work in a SCRUM mode.
\nBy the way, we have adapted the SCRUM methodology and have been using it as an educational framework since 2017. Physical space, as well as virtual space, are all components of the environment that creates a certain integrity. The quality of children's education depends on the quality of this environment. And everything is important in it, because everything is interconnected. With the help of Simulator and Corezoid, we plan to collect data from various sources so that the students, parents and team can clearly see the whole picture at any time.
\n\n\nWith the help of Simulator and Corezoid, we plan to collect data from various sources so that the students, parents and team can clearly see the whole picture at any time.
\n
\n
![\"img\"](\"/images/spilno-school/sun.jpeg\") | \n![\"img\"](\"/images/spilno-school/chairs-tables.jpeg\") | \n
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![\"img\"](\"/images/spilno-school/chairs-tables2.jpeg\") | \n![\"img\"](\"/images/spilno-school/spilnoschool.jpeg\") | \n
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Spilno.Schol was built from scratch to create the space aimed at developing certain skills and competencies. Photo: Khmarochosy
\n\n
![\"img\"](\"/images/spilno-school/mastering.jpeg\") | \n![\"img\"](\"/images/spilno-school/mastering2.jpeg\") | \n
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Science workshop
\n\n
![\"img\"](\"/images/spilno-school/learning4.jpeg\") | \n
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| Egor Smyrnov (8-th grade student) logs in to his personal Account at Simulator.Company platform | \n
\n
![\"img\"](\"/images/spilno-school/learning3.jpeg\") | \n
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| Margaryta Lubomudrova takes online courses | \n
\n
Tatiana Mazur (Spilno.School Tutor): the trajectory of the student's movement \"in the digital world\" is very important for the teacher. Understanding this trajectory allows you to track student progress and constantly improve content.
\n![\"img\"](\"/images/spilno-school/study.jpeg\") | \n
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| Margaryta Lubomudrova (9-th grade student) and Tetiana Mazur (Spilno.School Tutor). | \n
Margaryta Lubomudrova: My first memory when we started integrating the new technologies at Spilno.School is that I started to type more, than to write.
\nOf course, it is convenient when everything is based on one digital platform. Previously, students were constantly carrying around different pieces of paper. If a piece of paper gets lost, you need to go and print a new one. Sometimes we did a task on paper, then took a photo of it and sent the photo to the teacher. It's not convenient. It's good when you have everything in digital form. And of course, it's convenient to see the whole picture of where you are.
\n![\"img\"](\"/images/spilno-school/learning5.jpeg\") | \n
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| Margaryta doing the individual task | \n
Margaryta: Yes. All the students at Spilno.School have their own devices. Laptops or tablets. Also we have the Wi-Fi coverage everywhere.
\nAnastasia Kyreeva: We are talking with you right now, but in fact, the school is under a full black-out. The city is not able to supply us with electricity. To solve this issue we have installed a fully automated smart system that covers our critical energy consumption needs. It includes several powerful batteries, an inverter and solar panels on the roof. Even now, during the winter period, 3 hours of sunlight a day is enough for us to continue our studies.
\n![\"img\"](\"/images/spilno-school/solar.jpeg\") | \n![\"img\"](\"/images/spilno-school/solar2.jpeg\") | \n
|---|
![\"img\"](\"/images/spilno-school/cozy.jpeg\") | \n
|---|
| At Spilno.School we have a lot of cozy places, where pupils can read books, watch online videos and complete individual tasks | \n
Anastasia Kyreeva: At the end of each academic cycle (it is approximately 6 academic weeks) – we send parents a letter with information about how the child is performing, about his progress both on digital platforms and offline.
\nAnd this is another advantage of Simulator technology. In other platforms, the default settings are that parents can login at any time and see what the child is doing, what grades he has.
\nBut the philosophy of the Spilno.School is that the student is an Actor in the process of his own learning, so he has a certain autonomy. The student moves on his own trajectory within the educational environment that we have created.
\nIf parents have absolute access to all data about the child's education, then the responsibility for education gets transferred from the child to the parents, who begin to control the kid, push him and try to manage. If the student's private boundaries are constantly violated, this reduces independence. The student ceases to be an Actor and starts being an object of control.
\nBut at the same time, it is the parents who are responsible for their child, so they should be informed. We removed the ongoing parental control from the equation, but we left the monitoring component. The child has enough time and space to act independently: to push the boundaries, experiment, and apply various approaches to problem solving.
\nAt Spilno.School we believe that the school from the 1st to the 9th grade is exactly needed for the child to achieve a certain autonomy. After all, at the end of secondary school - and this is approximately at the age of 16 - the child receives a passport and becomes a full-fledged Actor of the civil society. And it doesn't happen automatically. The student needs to make his portion of mistakes. The task of the school is to create this sort of environment, safe on the one hand, and welcoming experiments, on the other hand. Crossing the boundaries of what is allowed in adult life can have bad consequences.
\n![\"img\"](\"/images/spilno-school/terminator.jpeg\") | \n
|---|
| In order to complete the learning mission, a student needs maps, playground and the autonomy | \n
Using Simulator, we can flexibly configure the necessary access rules and give children a sense of independence during their educational process. The student has the opportunity to move, achieve some intermediate result, talk with parents, teachers, and then move again at his own pace. If we talk about the development of competencies, “learning maps” are important for us. \"Competence\" is not only \"I know\", but also \"I can\".
\nFor example, such a competence as \"critical thinking\" is well developed through the Science course. I mean such skills as \"to compare\", \"to analyze\", “to interpret data sets\".
\nSometimes it is difficult to use the concept of \"Subject\", when we talk about the lessons. During the “Science” course we learn about optics, biology, physics, and chemistry at the same time. Integrated courses do not exist in paper textbooks. Unique educational content is created by the teachers of the Spilno.School. These are video, audio, texts of varying complexity, project evaluation criteria and invitations to work with experiments, quizzes, cahoots, videos, and interactive tests where, for example, you need to match certain definitions and concepts.
\n\n\nIntegrated courses do not exist in paper textbooks
\n
\n
![\"img\"](\"/images/spilno-school/workshop.jpeg\") | \n
|---|
| Workshop, where the Science courses take place | \n
Ideally, educational content should look like longreads in modern online media: here is some text, here is a video with a built-in test, here are open questions for self-study, here are tasks for offline plus a self-test.
\nThe end-goal of the Spilno.School is to create such an integrated environment for education. We want to provide students with a broad scope of educational content. Someone will move faster, others – slower. It is normal.
\n![\"img\"](\"/images/spilno-school/comfort-zone.jpeg\") | \n
|---|
![\"img\"](\"/images/spilno-school/comfort-zone2.jpeg\") | \n
|---|
| Anastasiya Kireeva: \"At the end of secondary school at the age of 16, a child receives a passport and becomes a full-fledged Actor of the civil society.\" | \n
It is not easy to explain why Spilno.School works in this way and how all this blending of various processes and tasks work (I explain some things in detail in my book “Children, Parents, School: Metamorphoses. Download here.) Everything that we usually know from our own experience about school does not fit. Education is undergoing a paradigm shift. At the same time, it is embedded in changes in social phenomena and structures. And it all started because of the rapid development of technologies. We're really innovating in education, and it's not about technical capabilities at all.
\nBut now we want to combine our innovative mindset with innovation in technology as well. That is why we were not satisfied with any of the available software solutions for educational institutions and children's education. Therefore, here and now, together with Corezoid and Simulator.Company, we are starting a new page in our history.
","frontmatter":{"date":"2023-02-22","title":"Anastasiya Kireeva, Spilno.School founder: “Simulator.Company is a technology to create the maps of learning”","url":"anastasiya-kireeva-spilno-school-founder","description":"Using Simulator, we can flexibly configure the necessary access rules and give children a sense of independence during their educational process.","image":"/images/spilno-school/founder2.jpeg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-codebridge-founder-kostyantyn-karpushin","tags":["education","integration","automation"]}}},{"node":{"fields":{"slug":"/blog/corezoid-and-samsung-announce-the-beginning-of-cooperation/"},"html":"3 October 2022. – Corezoid and Samsung announced the beginning of cooperation. Samsung will use Control.Events, developed by Corezoid Inc. (USA), to provide customer support in online chats
\nControl.Events allows Samsung clients to ask questions using a widget on their web-site or on two popular messengers: Viber and Telegram. A live agent from the Samsung contact-center gets connected to provide customer care. There is also an option to use the self-service mode and select the necessary item from the chatbot’s menu.
\nAt the end of the conversation, the customer gets a form with a satisfaction survey to provide feedback. The Reward of the live agent depends on the quality of the provided assistance. All conversation history is stored for future analysis. There is an option to analyze the conversation topic, the time a customer spent in a queue, the duration of the chat – this information allows to constantly improve business processes.
\nControl.Events allows to automatically distribute queued customers between free operators, track operators’ KPIs, create skill-groups, and set up templates with answers to frequently asked questions.
\nCorezoid supports integrations with Apple Messages for Business, Google Business Messages, Viber, Telegram, Facebook messenger, WhatsApp, Line, WeChat, Control.Events and any other platform with an open API. Working with messengers is a good first step on the way to create a “digital core” based on Corezoid’s technologies.
","frontmatter":{"date":"2022-10-03","title":"Corezoid and Samsung announce the beginning of cooperation","url":"corezoid-and-samsung-announce-the-beginning-of-cooperation","description":"Samsung will use Control.Events, developed by Corezoid Inc. (USA), to provide customer support in online chats","image":"/images/corezoid-control-samsung.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"epicentr-has-launched-help-bot","tags":["partnership","digital","chatbot","messenger"]}}},{"node":{"fields":{"slug":"/blog/epicentr-has-launched-help-bot/"},"html":"![\"img\"](\"/images/epicentr-help-bot.jpeg\") | \n
|---|
The Help-bot by Epicentr K is a personal assistant that works in convenient messengers (Viber, Telegram). As the developers explain, with the bot’s help, an Epicentr K chain customer will be able to manage their online orders, search for a product or check its price, view the purchase history, get high-quality customer support on any issue, and much more.
\nBefore launching the bot, the company decided to test it together with regular customers at its outlets. For a day, the chain sales consultants have been working with visitors and collecting reactions, and comments from them. All the feedback was taken into account in the final version of the service.
\n\"Our client will have the opportunity to open the support service chat using a messenger to get a quick answer and a solution to any issue. We aim to respond to customers within 1 minute. The service will also provide personalized valuable recommendations tailored to the customer's profile and needs\", says Yuriy Kudlyk, Director of the Online Sales and Customer Service Department of the Epicentr K chain.
\nThe Help-bot significantly expands services for offline customers of the chain, and, in addition to contacting the customer support service and receiving professional advice on goods and services from experts, a customer will be able to:
\nThe Support the Armed Forces of Ukraine option was implemented in the chatbot, which allows you to donate your points from the Vygoda card to support the army. The donated points will be converted into cash by the Epicentr K company and transferred to help our defenders.
\nThe proprietary Middleware Corezoid Actors Engine technology was used to create the Epicentr help bot. The chatbot was developed using the Corezoid cloud operating system. The Corezoid platform made it possible to combine complex processes of the Epicentr's internal IT systems and transform them into convenient digital services for a customer. For the development of the Epicentr K Help-bot, more than 50 integrations with Epicentr internal IT systems were made.
\n“Corezoid supports Apple Messages, Google Business Messages, Viber, Telegram, Facebook Messenger, WhatsApp for Business, Line, WeChat, Control.events, and any other platform with an open API. Working with messengers is a good first step on the way to building a \"digital core\" based on Corezoid\", said Olga Hudik, Head of the Business Development Department at Corezoid Inc.
\nLinks to the Epicentr K Help-bot:
\n","frontmatter":{"date":"2022-09-16","title":"Replacing sales consultants: Epicentr K has launched a unique Help-bot","url":"epicentr-has-launched-help-bot","description":"Regular customers tested and improved the modern service","image":"/images/epicentr-help-bot-cropped.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-epicentr-partnetship","tags":["messenger","bot","telegram","viber","retail"]}}},{"node":{"fields":{"slug":"/blog/uz-has-launched-ticket-payment-via-apple-pay/"},"html":"Ticket purchasing using Apple Pay is now available in the official Ukrzaliznytsia chatbot in Apple Messages. After making a payment, you can add your ticket to your Apple Passkit wallet. Online chat with the support service is also available through Apple Messages. As of today, the Ukrzaliznytsia chatbot has more than 264,000 registered users.
\n\"It is important to us that passengers can pay for tickets in all possible convenient ways. That’s why we have enabled a one-click payment option through the Apple Pay system in Apple Messages which itself makes interaction with Ukrzaliznytsia as easy as chatting with friends or relatives, and is the most common for Apple users\", noted Yevgeny Yentis, Deputy Head of the Ukrzaliznytsia Passenger Company for Business Development.
\nTo launch Apple Messages, just click on the Messages icon on the Ukrzaliznytsia website. A dialog box for buying tickets with Apple Pay, or talking to a support operator, will open instantly.
\nApple Messages is available to users and businesses on 1.65 billion Apple devices worldwide, and is integrated with the Messages app, as well as with native iOS features and services.
\nThe project was implemented using the Corezoid Process Engine technology in cooperation with Ukrzaliznytsia's technological partner, Middleware Inc. (USA), and with the support of Visa, a payment partner. Corezoid is certified by Apple as a Messages Service Provider (MSP) for registering businesses on Apple Messages for Business.
\n“In addition to Apple Messages, our Corezoid Communications Orchestrator supports Google Business Messages, Viber, Telegram, Facebook Messenger, WhatsApp for Business, Line, WeChat, Control.events, and any other platform with an open API. Working with messengers is a good first step on the way to building a \"digital core\" based on Corezoid\", says Olga Hudik, Head of Business Development at Middleware.
\n![\"img\"](\"/images/uz/mobile-app-1.png\") | \n![\"img\"](\"/images/uz/mobile-app-2.png\") | \n
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![\"img\"](\"/images/corezoid-codebridge-founder-kostyantyn-karpushin/kostyantyn-karpushin.jpg\") | \n
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| Kostyantyn Karpushin, Codebridge founder | \n
Codebridge is a boutique digital transformation consultancy and software development company that provides cutting edge engineering solutions, helping Fortune 500 companies.
\nUsing Integromat was easy for us. With it, it was easy to do integrations. Just choose a service and you’ll get it integrated in three clicks. However, once we’ve started adding new logic, stumbling blocks started to appear in Integromat. And each new stumbling block was increasing the total cost of ownership of the solution. I realized that this solution was about to become too expensive. If you compare the total cost of ownership, Corezoid is far less expensive. To complete my tasks, the $160 a month subscription plan is enough.
\nAt the initial project stage, I had 4 algorithms in Integromat, 10-15 steps each. For the same price in Corezoid, it became possible for me to launch several million steps each month.
\n![\"img\"](\"/images/corezoid-codebridge-founder-kostyantyn-karpushin/corezoid-large-process.png\") | \n
|---|
| This is what a Corezoid processes looks like | \n
It wasn’t the only reason. I wanted to choose a reliable platform, on which I would be able to scale in the future, and not jump from one platform to another aimlessly.
\nThe integrations that we’ve made using Corezoid turned out to be quite deep logic-wise. We’ve built an entire recruitment funnel and set up integrations with Huntflow, Zoom, Calendly, sms services (BSG), and Sendgrid on Corezoid. When we move a candidate through the recruitment funnel, an email with a link the candidate can use to book an interview slot is sent automatically. We send a notification to Calendly with all the fields filled out: first name, last name, etc.
\nIn many of our notifications we address the candidate by name. When the candidate fills out a questionnaire they specify their name in different languages. Using an API, we automatically transliterate the name from Ukrainian to a language the person chose as their preferred language.
\n![\"img\"](\"/images/corezoid-codebridge-founder-kostyantyn-karpushin/mail-test-result.png\") | \n
|---|
| In many of our emails we address the candidate by name | \n
Gradually, we are making our business logic more complex. We have about 20 different procedures in our Corezoid account. State diagrams are very convenient for storing a candidate's intermediate states as they move through the funnel. Recently I was thinking whether it would be possible to do this in Integromat? Not sure if it is. In any case, an implementation in Integromat would not look as elegant as the one in Corezoid.
\nWe’ve taken a deep dive into the subject recently. In Corezoid, when we use a Call Process node to call another process, the data sent to that process depends on four parameters in four other sources. I’m not sure if you can implement a logic so complex in Integromat.
\nYes. The main thing is to have logical thinking.
\nYes. That’s me. I did everything by myself. My major is not computer science. I did a bit of programming in school. I just decided to sit down and figure it all out by myself. Also, the Corezoid support team helped. They work very well. They don’t just refer you to documentation, they answer your technical questions well, and even suggest architectural solutions.
\nOne week. Writing text for email templates took me more time.
\nSetting up correct authorization in various APIs.
\nI also mastered OAuth 2.0 when I was doing a Google translate integration last week. However, I did most API integrations with authorization keys.
\nWe started working 6 months ago. 12,000 applications have passed through us, which amounts to about 2,000 applications a month. And each application goes through many different selection stages. Every day we have about 60,000 logic steps taken inside our algorithms on Corezoid.
\nYes. Working with Corezoid we use the $160 per month subscription. For Integromat, it would have been significantly more expensive.
\nIn Corezoid - yes. When scaling up, the bottleneck will be not Corezoid itself but the connections to other services. Take, for example, Huntflow which can handle only 5 applications per second. Or Zoho Survey, which we use to manage questionnaires.
\nConvenient procedure calls. In Corezoid, I can easily create procedure processes, and I can call other processes using the Call Process node, passing their required input parameters.\nWorking with code in Corezoid is convenient for me. I can easily write JavaScript code in a dedicated Code node.
\nTo compute some complex function. And parse a data array according to some rules.
\nFor example, a person fills out a form on a site and clicks the “Send” button. Each such click is a request to the Corezoid API. For our medium subscription plan, we get up to 10 requests per second.
\nAlso, our subscription plan provides 10 million steps a month. Take a look at, for instance, our statistics for the last 30 days – we’ve consumed 1,234,550 steps. Therefore, going with this subscription plan we can grow 10 times.English test. The key parameters were automatically inserted into the letter.
\nI’m not sure I could do this with Integromat. If I were now asked to choose between Corezoid, Integromat, or Zoho Flow I would definitely favor Corezoid.
\nFrankly speaking, I’m glad I figured all of this out. Actually, it’s kinda cool.
\n![\"img\"](\"/images/corezoid-codebridge-founder-kostyantyn-karpushin/mail-inbox.png\") | \n
|---|
| “As we speak, the system continues to send emails automatically” – K.Karpushin, Codebridge founder. | \n
It was hard, but interesting for me. I like to figure things out. I really enjoy doing this.
\nIn Integromat, when you add another step, the price may double. In Corezoid, I have a thousand such steps. And adding a few steps does not change the price in practice. 10 million steps a month in my subscription plan is a big number. I stopped worrying about the number of steps left in my Corezoid process. It is much more important to me to have similar procedures stored separately.
\nIf I’m fixing a process, then I’m modifying it in only one place. If anything fails, then I know where to look for the cause. It is exactly in one process.
\nOn top of that we’ve set up escalations: notifications about something that failed in a process. If it were implemented in one process we would need to configure escalations everywhere. Instead, we catch errors only in final nodes.
\nIn the beginning, I was building large Corezoid processes. Business logic, communication rules, etc. were all in a single process. Then I thought about it. And transferred it all into separate procedures. In addition, there are states (state machines) available. So I started to store finite states in a state machine.
\nYes. I have dedicated processes for sending texts, emails, encode URLs, etc. Here is the process that cleans out redundant characters in URLs. For instance, someone sent us a URL and put quotation marks or any other service characters in it, which need to be cleaned. In Integromat, you would have trouble doing that, but in Corezoid we have a dedicated “cleaner” process which can be called by anyone who needs it.
\n![\"img\"](\"/images/corezoid-codebridge-founder-kostyantyn-karpushin/corezoid-process.png\") | \n
|---|
| Encode URL process which performs URL cleaning | \n
Besides that, unlike in Integromat, a task in a Corezoid process can be stored for quite a long time – up to 6 months. You can direct a task to a Delay node and store it there. There is no such thing in Integromat. You can’t store a task there even for a few days. As for surveys that we send, they all have communication trails. So we send reminders of a person who has not yet completed the survey, etc. And Corezoid forwards communications after 2, 7 days. Integromat does not have this functionality. There you need to write data to a database and then request it when the time comes.
\nInterviewed by Maksym Slobodianiuk,
\nFounder Databro.pro
![\"img\"](\"/images/corezoid-epic.png\") | \n
|---|
Middleware (USA) and Epicenter K companies announced the start of cooperation on digital transformation projects. As a first step, Epicenter K utilizes the proprietary Middleware Corezoid Process Engine (Corezoid.com) technology to launch chat bots in Telegram, Viber and to conduct NPS surveys on the quality of service in Epicenter K shopping centers.
\nNPS (Net Promoter Score) is a service quality metric developed by Fred Reicheld. At all points of contact where the customer most often interacts with the service (cash desks, info desks, service departments, etc.), QR codes are posted, with the help of which the client can leave feedback and complete an NPS survey by answering a simple question: \"Please, rate how likely it is that you'd recommend purchasing at Epicenter?\".
\nBuyers who gave 9-10 rates are considered \"promoters\", 7-8 - \"neutral\", 6 and less - detractors. Accordingly, the business has the opportunity to quickly respond to situations when customers are unhappy with something, and constantly improve the quality of service. Understanding loyalty and disloyalty drivers paves the way for continuous business process improvement.
\nIn 2021, scientists from the United Kingdom and Ireland published a study entitled \"The use of Net Promoter Score (NPS) to predict sales growth: insights from an empirical investigation\" in the Journal of the Academy of Marketing Science. As a result of empirical analysis, a relationship was found between the growth of NPS and the increase in sales. One point increase in NPS turned out to predict 1.46% sales growth in the next business quarter.
\nYuri Kudlyk, Director of online sales and customer service department of the e-commerce direction at Epicenter K, shared the results of the first joint project with Middleware: “The Middleware Corezoid Process Engine (Corezoid.com) technology enables us to solve a set of customer service tasks:
\nWe are currently working on a number of digital transformation projects and building a customer experience management ecosystem”.
\nCorezoid Bot Platform is integrated with Viber, Telegram, Apple Business Chat, Google Business Messages, Facebook messenger, WhatsApp for Business, Line, WeChat, Sender and other platforms with open APIs. Working with instant messengers is a firm first step towards building the “digital core” of a company.
","frontmatter":{"date":"2022-02-11","title":"Middleware and Epicentr K companies have announced their partnership","url":"corezoid-epicentr-partnetship","description":"As a first step, Epicenter K utilizes the Corezoid Process Engine to launch chat bots in Telegram, Viber and to conduct NPS surveys on the quality of service","image":"/images/corezoid-epic.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"ilya-morozov-the-head-of-corezoid-excellence-center","tags":["messenger","bot","telegram","viber","partnership"]}}},{"node":{"fields":{"slug":"/blog/ilya-morozov-the-head-of-corezoid-excellence-center/"},"html":"![\"img\"](\"/images/ilya-morozov-the-head-of-corezoid-excellence-center/illya-morozov.jpg\") | \n
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| Ilya Morozov, the Head of Corezoid excellence center at the FUIB Bank | \n
One day in 2017, I received a call from a friend. And he said: “Ilya, I think I know that you need it. There is a job to be done. And You are a good fit. I think You will enjoy it.”
\nI had to meet with 2 people from FUIB, one of them was Yura Palchikovsky (Deputy CTO). We met in a cafe, Yura opened his laptop and showed me Corezoid. And somehow everything came together in my head right away: why Corezoid was needed, for what tasks, what future it has. We ended up talking for 2-3 hours. I asked more questions than they asked me: “Is Corezoid really able to do this? I think it should also be able to X. And I also think it can do Y.” The decision to start working at FUIB was fast. I came to the greenfield: the emergence of the Corezoid-development culture in FUIB.
\n\n\nWe met in a cafe, Yura opened his laptop and showed me Corezoid
\n
On the one hand, Corezoid has already started working in FUIB. People in business departments with the support of Middleware were building stuff. It worked well. But on the other hand we in the IT department had the question: what are we going to do with Corezoid next?
\nIt was necessary to bring the use of Corezoid into some formal framework. That is, describe the processes of how such a large organization as FUIB will develop products on the basis of Corezoid. What is our vision? What is the development strategy? Are we missing anything important?
\nAll these topics became my first challenges. It was necessary to form a team for the Corezoid excellence center. And we started with 3 people. First, we worked out the rules, principles, concepts of how Corezoid-based development should work.
\n\n\nIt was necessary to form a team for the Corezoid excellence center
\n
Yes. From the very beginning, there was an idea that there should be a division that would connect IT and Business. Corezoid is all about business, flexibility, prototypes, pilots, quick launches. In those years, our IT was still somewhat wary of such things. We used to work with monoliths and not empower business units with the development tools much. With the introduction of Corezoid we needed to change the culture of product development in the bank.
\n\n\nCorezoid is all about business, flexibility, prototypes, pilots, quick launches
\n
![\"img\"](\"/images/ilya-morozov-the-head-of-corezoid-excellence-center/middleware-fuib-meeting.jpg\") | \n
|---|
| Middleware and FUIB meeting: Corezoid certification of the employees of the Corezoid excellence center in FUIB | \n
It was necessary that IT better understood the business needs, contributed to the experimentation mood, helped business units to launch into production fast.
\nAt first, everyone had a vision that Corezoid is a platform for business. We have tried to preserve this concept to a large extent. It all started with the fact that about 20 people in different FUIB business units tried to build some solutions on Corezoid.
\nIn the Corezoid excellence center, we identified some points of possible risks associated with Corezoid development and began to manage these risks. We all understood that business units wanted to go to market fast, but still there are some principles of software development, data storage, and information security.
\nWe have identified the stages where the help of the Corezoid Excellence Center was needed in the flow of launching processes to production. Corezoid is all about working with events, building API-driven processes. The first thing we did was standardize the processes for calling external services from Corezoid. After all, Corezoid is powerful, and with its requests it can harm the work of other IT systems if they are not ready.
\n\n\nCorezoid is all about working with events, building API-driven processes
\n
We created a library of wrappers based on Corezoid. These are some standardized patterns for calling external services. Together with the IT team in the course of the first six months of our work we created 100 wrappers approximately. It became possible to call 100 various banking services from Corezoid. Nowadays it is possible to call approximately 1000 services. Of course, a lot of work needed to be done by the IT team.
\n\n\nNowadays it is possible to call approximately 1000 services
\n
And so business units received the opportunity to try, experiment, make mistakes, test assumptions fast, but they didn’t need to think about what parameters are under the hood, how to correctly make API requests etc. Corezoid Excellence Center created the infrastructure so that business units could easily develop the products.
\n\n\nCorezoid Excellence Center created the infrastructure so that business units could easily develop the products
\n
Another important topic here is the Change management procedures. At that time, FUIB was running the Change management express system. It was rather clumsy, with a lot of stages like business analysis, systems analysis, getting the green light from Compliance, Information security, Risk departments. And Corezoid was all about speed, the ability to launch something quickly. Therefore, we have developed a separate “Corezoid change management flow”. Based on Jira, we created a flow reduced to the minimum required steps: development, testing, approval, release, stabilization, scaling.
\n\n\nTherefore, we have developed a separate “Corezoid change management flow”
\n
Such a simplified flow for Corezoid development greatly accelerated the work. In fact, carriers of business competencies began to design processes in Corezoid themselves, doing the work of business analysts. And the role of “system analysis” was already performed by the Corezoid Excellence Center. We suggested best practices, and helped to integrate Corezoid processes with other systems in the bank. Business units have stopped just drawing PowerPoint slides and then waiting for a long time.
\nDuring the first two years, the Corezoid Excellence Center managed to create an infrastructure and a change management system for Corezoid development. The number of people in business departments who work with Corezoid has grown to 100 people.
\n\n\nThe number of people in business departments who work with Corezoid has grown to 100 people
\n
There were cases when new processes were launched into production in 1 week. For example, things related to the communication calendar, rules for routing and delivering messages to clients, features in the FUIB chatbot.
\nAt the beginning of Corezoid work at FUIB, people from business units who liked the technology began to develop products. And they started to receive good business results and make good carriers. Other employees, of course, wanted to learn also.
\nCorezoid workshops and training has become another task of the Corezoid Excellence Center. We developed a training program, began to gather Corezoid developers on a monthly basis, show best practices, and talk about new features.
\n\n\nWe developed a training program, began to gather Corezoid developers on a monthly basis, show best practices, and talk about new features
\n
In 2017, a lot of FUIB employees visited Middleware HQ to get trained. I believe we had dozens of workshops back then. Gradually, our Corezoid Excellence Center became also able to train people on Corezoid development. Nowadays I meet some people from business units, who started as Corezoid developers – and they have reached the level of mature IT professionals.
\nIn 2017 we started with one instance of Corezoid. We now have eight of them. For different products we have separate dedicated instances. Separately for a mobile application, communication calendar, branch interfaces, chat bots, etc.
\nCorezoid instance, which is responsible for the operation of the mobile application, manages the highest volume of data. About 4 billion events per month are processed there. Also the high-load is experienced on the instances for communication and cross-sell. We learned how to customize Corezoid for different objectives. A lot of Corezoid processes can and should be reused.
\n\n\nCorezoid instance, which is responsible for the operation of the mobile application, manages the highest volume of data. About 4 billion events per month are processed there.
\n
Yes. We have over 800,000 subscribers in the chatbot on Viber, and there is also our internal bot “PUMBik”, as we call it. Functionality is also actively developing there: booking places in offices, information about insurance, vacations, approvals from information security, notifications for the branches. 7,000 employees work in the bank, and we need to organize communication with these people somehow.
\n\n\n7,000 employees work in the bank, and we need to organize communication with these people somehow
\n
We have put Corezoid on a serious foundation. The system is constantly working under high load, with clear control and monitoring processes. How to accelerate the speed to market with Corezoid is no longer a secret for us. Now it is important for us to ensure maximum stability. It is important to be able to work steadily, regardless of load fluctuations, on paydays, during the high season, on Black Friday, and so on, while maintaining the benefits of development flexibility.
\nFUIB is actively transforming under the Agile philosophy of product development. 4 tribes were created last year. Business in FUIB has already merged with IT. Sometimes a person stands in front of me, tells me a business idea, but it turns out that in parallel he has already begun developing some prototypes. Tribes have a fairly high degree of self-sufficiency. And here the role of the Corezoid Excellence Center is no longer so much to teach people about Corezoid development, but to collect and distribute best practices, maintain platform stability. As a result, in addition to our “Corezoid change management flow”, we act as the owners of the Corezoid platform for the operation of our tribes.
\n\n\nBusiness in FUIB has already merged with IT.
\n
I'm glad the business units are learning so fast. Previously, the Corezoid Excellence Center had to be an interpreter from the language of IT into the language of business. Now the words “API”, “json”, “pagination” no longer scare anyone.
\nOur “achievements” do not go unnoticed, more and more often our partners come to us for experience sharing. Together with Middleware we have done dozens of reference meetings. The IT market is global, and if it is good for the world, we are always open for cooperation.
\n\n\nThe IT market is global, and if it is good for the world, we are always open for cooperation
\n
![\"img\"](\"/images/ilya-morozov-the-head-of-corezoid-excellence-center/fuib-team.jpg\") | \n
|---|
| FUIB software development team | \n
I used to go in for athletics, running, football. Now there is not much sport in my life. In FUIB we have an annual football championship. Due to quarantine, however, the last time it was not held. But in general, this is a really big championship, there are many participating teams, many fields engaged.
\n![\"img\"](\"/images/ilya-morozov-the-head-of-corezoid-excellence-center/fuib-sport.jpg\") | \n
|---|
| Sport contest in FUIB | \n
Now my main hobby is music. In my youth, I even had a band. We even performed publicly on stage. It's a pity there is not always time for a hobby, but I have a guitar, a synthesizer, microphones at home. The whole studio.
","frontmatter":{"date":"2022-02-07","title":"Ilya Morozov, the Head of Corezoid excellence center at the FUIB Bank: “We no longer afraid of the words “API”, “JSON”, “Pagination”","url":"ilya-morozov-the-head-of-corezoid-excellence-center","description":"FUIB is actively transforming under the Agile philosophy of product development. 4 tribes were created last year.","image":"/images/ilya-morozov-the-head-of-corezoid-excellence-center/illya-morozov.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"mykyta-pidgainy-bot-partners-co-founder","tags":["bank","fintech","finance","partnership"]}}},{"node":{"fields":{"slug":"/blog/mykyta-pidgainy-bot-partners-co-founder/"},"html":"![\"img\"](\"/images/mykyta-pidgainy.jpg\") | \n
|---|
| Mykyta Pidgainy, co-founder of Bot&Partners, founder of No-code community in Ukraine | \n
In 2017 we had the idea of creating a chatbot that would provide legal services. We have developed such a bot. It could generate documents from templates, for example, NDA, Service Agreement etc. Also the bot provided consultations: how to get permission for carrying the weapons, what to do in case Your apartment was flooded, how to create a rental agreement.
\nAt that time, our company was providing legal services. In the legal world, there is a tradition of naming the company after the leader, the so-called \"title\" Partner. And the rest of the lawyers were “hiding” under that umbrella-name. We wanted to follow the tradition on the one hand, but on the other hand we wanted to use the word “Bot” in the name of the company. In such a way we showed that “the Bot” is the main leading power here!
\nIn the first iteration, we worked entirely on our product, the chatbot. We had only lawyers in our team, and not a single programmer. Gradually we learned the power of no-code, though noone was using that name back at that time.
\nNew clients started asking us if we could create the chatbot for them of automate some legal processes. At first, we refused. And then we realized that it could be our niche – the automation of legal processes.
\nWe developed an algorithm that took data from HRM systems, data from contracts and checked it against the open data. That algorithm could see if the person had any debts, if the person was wanted, or if there were any suspicious court proceedings. This was useful, in particular, for hiring people for working professions. In cases where there is no particular CV, we do not make any long lasting rounds of approval of the worker's candidacy, but it is important that the person does not have problems with the law.
\nWe have also developed chatbots that automate document workflow. For example, the manager sends basic data to the bot, and the bot generates a document, saves it in the folder on Google drive and sends the link to the signee.
\nNDA, service contracts, invoices, acts. Probably, these 4 documents cover 90% of all documents, the creation of which we have automated. There are also templates for responses to government authorities, power of attorney etc.
\nWe also started working with the law firm Sayenko, Kharenko and Partners. They have a digital service, which allows to call for an advocate in one click in the chatbot. We have improved the service and developed a module that uses Corezoid and Opendatabot to identify risks before a person needs a lawyer. Our solution monitors state registers for litigation, real estate issues, and other potential risks. The system is able to signal to lawyers that the Client may have a problem, even before the Client finds out about it.
\nWe have integrated the WOG gas station APIs with the infrastructure of the company that owns a fleet of cars and wants to know how its drivers use fuel cards. We use Corezoid to call WOG APIs every minute, check if there are any new transactions, and if there are, then we see which fuel card was used and we can build further business logic. In parallel, we record this information in our database for analysis.
\nContact centers are not the main specialization of Bot&Partners company. We do such projects only if chat with a live agent is an interesting extra-component for the bot. First, the user communicates with the bot, and when he needs the live agent, we connect the Sender Communication Engine, and configure the live agent workplace. People get the opportunity to communicate with customer support through messengers. And then, when it is no longer needed, return to the bot.
\nThere are 3 stages in the history of Bot&Partners company. First we made a chatbot, which could prepare contracts. The first version was based on Corezoid. Then we became a service company and began to provide services for the automation of legal business processes. Now we move on to the third stage of development of the company as both the service and product company. We experiment with our own products. For example, we have created our own Notion space template, which we can provide to the client, and then connect our programs to it, that deploy the necessary folders, generate documents, monitor what managers have done in Notion, alerts about deadlines etc.
\nIn 2016-2017, a whole bunch of no-code services appeared, and now we use Corezoid as a service that integrates various APIs. For example, we monitor our CRM and open data services, and if something happens, we notify the person in charge via chatbot, e-mail or set a task directly in Microsoft SharePoint.
\nCorezoid plays the role of middleware in our architecture. There are also a lot of other services in our stack, which we pick up specifically for the tasks. We use Corezoid when we need a reliable solution, a process that will be triggered by external events and perform the necessary actions, perhaps, involving other services.
\nThe second common case when we use Corezoid is when we need to deploy something like an API microservice and expect another service to send a request. We will receive information about state changes in a database, and then run some processes in other programs : email clients, engage task trackers, send notifications to chatbots, monitor open data services, etc.
\n\"Legal engineer\" is a concept that is well known in the United States, the UK and Europe. If you google legal engineer vacancies in the United States, you will see hundreds of them. And for the Ukrainian market, unfortunately, this is a fairly new term. Probably, Bot&Partners has the largest team of legal engineers in Ukraine.
\nA legal engineer is a specialist who knows how to automate legal processes. In Ukraine it turned so that legal engineers are lawyers who have figured out how to work with no-code services or started programming. And now such specialists are at the crossroads between the worlds of IT and law. Most often, they work on the automation of document flow, on the tasks of generating, approval of documents, monitoring open data, checking risks, contractors. There is also work with court documents, state registers.
\nWe have been working with no-code for about 5 years. And we feel that the interest in no-code, low code solutions is growing rapidly. The number of potential customers' requests for automation services is increasing. During the lockdown, people switched to the use of online services, there are plenty of tasks to integrate some services with others, monitor data, transfer data between systems. Of course, such tasks can be done with regular code, but taking into account the salaries of programmers – it will be more expensive, longer and more difficult. And most common process automation tasks can be easily solved with no-code services.
\nTherefore, we are interested in more people who know how to work with no-code, we are interested in training such people. I want them to study with less pain than we experienced in the beginning. In Projector we have already conducted several courses about no-code. And now it's time to create a No-code community. Among other things, the community offers a database of templates that people can copy and easily deploy as a simple solution.
\nWe also have a chat in Telegram, where we all talk. I want to attract as many people as possible. We are developing the No-code community together with Andriy Udovychenko, Notion's Ambassador to Ukraine.
\nIn general, this trend of \"user empowerment\" is global. Once upon a time, in the middle of the XX century, when you wanted to do \"calculations\", you called people who did \"computing\". And now there are just \"computers\" for calculations, and you can compute what you want.
\nIn the 2000s, when we had to build a website, create a knowledge base or launch a chatbot, we called programmers. And now with the help of no-code solutions you can do such tasks yourself.
\nOf course, with the help of classical programming you can solve much more complex problems, and no-code copes only with simple ones. But in 90% of cases this will be enough.
\nNow there is a lot of hype around no-code technologies. But I would not like no-code to be perceived as a silver bullet. No-code specialists can automate simple things, and for everything else we’ll always need programmers. And that's great. This is a completely complementary story.
\nThe topic of \"legal design\" is very close to the projects that Andriy Udovychenko is involved in. Before automating processes, we must ask ourselves, \"Why does this process even exist?\"
\nSometimes we are approached by a client, start the discovery phase and understand that no one needs that process at all. Why automate it? People manually create documents that no one has needed for years, and they want to generate such documents automatically. What's the point? The law that required such documents has not existed for 10 years, and people still f*ck with these documents. And such things in projects make me angry. We do not want to automate all kinds of junk.
\nThe legal designer deals with the meaning of legal documents and their effectiveness. Legal designers make processes \"human-centric\". Andriy and I are developing a community that fights against the “legashit” in Ukraine.
\nEasy. For example, “legashit” is when the Ukrainian agreement between Ukrainian companies, which is written in Ukrainian, states explicitly that this agreement is made in Ukrainian language.
\nWe don’t do try not to do x*nya :). And we don’t work on projects that we do not understand or do not like. If we do not like the project, we refuse, because we will not be able to do it well.
\nComputer games are deeply rooted in the culture of Bot & Partners. During job interviews, we ask what games a person plays. Personally, I like Rim World and Factorio the most. The principle is simple: you build processes, infrastructure, automate systems. As for books, I was strongly impressed by the Azimov “Foundation”.
","frontmatter":{"date":"2022-02-01","title":"Mykyta Pidgainy, Bot&Partners co-founder, founder of No-code community: “We develop the community of legal engineers in Ukraine”","url":"mykyta-pidgainy-bot-partners-co-founder","description":"A legal engineer knows how to automate legal processes. We have been working with no-code for about 5 years. And we feel that the interest in no-code, low code solutions is growing rapidly.","image":"/images/mykyta-pidgainy.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"bogdan-veliev-callab-cto-interview","tags":["lowcode","bot","integration"]}}},{"node":{"fields":{"slug":"/blog/bogdan-veliev-callab-cto-interview/"},"html":"![\"img\"](\"/images/bogdan-veliev-callab-cto-interview/bohdan-veliev.png\") | \n
|---|
| Bogdan Veliev, Collab.ua CTO | \n
Callab is a mobile laboratory. We do Covid-19 tests and blood tests 24\\7 in any location that is convenient for the customer. The result can be obtained as the official document within 6 hours.
\nBased on Corezoid we built a CRM from scratch. First, we created a directory of medical tests with a search by code, title and other parameters. Each analysis has a lot of parameters: cost, preparation time, list laboratories that can do the analysis, the work schedule of these laboratories.
\n![\"img\"](\"/images/bogdan-veliev-callab-cto-interview/medical-tests-and-their-statuses.jpg\") | \n
|---|
| List of medical tests and their statuses | \n
Yes. You can request the mobile lab or sign up for an appointment to the classic laboratory. In our CRM, we work with such a thing as “Application”. After we receive a new application from the client, the life cycle of the application begins. We need to plan the route of the mobile laboratory in such a way as to conduct medical tests as quickly as possible.
\nWe ask the client the address, calculate how long the collection takes for the selected type of analysis, take into account traffic jams and create the route of the mobile laboratory.
\nNow we are finishing to work on the feature that will allow clients to make future appointment reservations. This is necessary for cases when we do not know who exactly will be tested (for example, 2 tourists in a hotel), but we only know the address, the number of people and the type of analysis. CRM administrators have the ability to create new client records in the database or check information about existing clients and their past medical tests.
\n![\"img\"](\"/images/bogdan-veliev-callab-cto-interview/client-profile.jpg\") | \n
|---|
| Client profile with medical tests history | \n
Yes. Using Corezoid, we made integrations with Liqpay and WayForPay for foreign payment systems such as American Express. When the client selects the type of analysis and its price from the directory, discount rules are applied, and a link is sent to the client to process the payment. When the analysis is paid, the status of paid orders automatically gets into CRM. It is also possible to issue the invoice to the Business partner in the end of the month.
\n![\"img\"](\"/images/bogdan-veliev-callab-cto-interview/application-details.jpg\") | \n
|---|
| Application details page, example | \n
We have learned how to prepare invoices for payment via Checkbox. Each customer has Checkbox login associated with his ID. And we immediately create this payment order in the terminal, with all the pre-filled information. Customer doesn’t need to enter anything manually into the Checkbox terminal. System administrators can see orders in the “Order” menu section. When the client makes a payment, we immediately see for which order the payment was received. Next, we can attach a barcode number to the order, which is passed to the laboratory.
\n\n\nOur mobile laboratory works around the clock. If you need to do a blood test from 2:00 to 2:30 am at night, you can do it.
\n
Our mobile laboratory works around the clock. If you need to do a blood test from 2:00 to 2:30 am at night, you can do it. We are the only company that has an “urgent PCR” test that we can do within 6 hours. This is the minimum time in Kyiv for which a PCR test can be done. As soon as the test results are ready, the client receives an automatic notification.
\n![\"img\"](\"/images/bogdan-veliev-callab-cto-interview/payments-details.jpg\") | \n
|---|
| Payment details page | \n
Customers can request the mobile lab through the website or by contacting the call-center. We also have a chatbot where the client can fill out his application and send the data directly to our CRM.
\nThree people have built a CRM on Corezoid in 3 months.
\nPreviously, we had something like a CRM based on 1C. But the problem was that the old system could not be connected to anything.
\nAccountants entered all the data manually, there was no association of payments with the types of medical tests. 1C was clumsy, buggy and did not work properly. Also there are features for the work of field nurses, that needed to be tailored to the smartphone screen.
\nNow in the smartphone, the nurse sees the planned route, the list of requested medical tests, the list of payments, and any data updates.
\nIn the chatbot there is a “driver” role with its own set of functions. The driver sees planned routes for the day, changes in routes, orders completed during the day, comments on orders. Location coordinates are immediately displayed in Waze navigator.
\nWhen the driver has finished the last trip, he just needs to press the “Finish” button and close his shift.
\nThe laboratory is responsible for doing the medical tests. They have a barcode scanner and Corezoid helps to match data from various sources.
\nWhen the scanner reads a barcode, Corezoid instantly finds a client in the database, displaying his name, year of birth, address, and order status. System administrators can also view the archive, history of orders.
\nWe are using the CDU component of Control.Events. This is a web forms builder. We stopped using 1C solution and cut the cost of maintenance 6x. Also Callab got the opportunity to grow in the number of orders without sharing the profit margin of every order. Besides, Corezoid works faster and allows for a more flexible experimentation.
\n\n\nWe stopped using 1C solution and cut the cost of maintenance 6x
\n
Callab mobile laboratory is a startup. Thanks to Corezoid, we were able to launch CRM from scratch in 3 months. We didn’t pursue the old traditional approach to the software development cycle. Instead we built Corezoid-based MVP, launched into production, and from the very first days began non-stop debugging and improving the system.
\n\n\nThanks to Corezoid, we were able to launch CRM from scratch in 3 months
\n
We add more features for the contact center, work on various kinds of notifications throughout the customer's life cycle, and improve route planning algorithms. We also make a number of improvements for accounting: automatic processing of bills from Checkbox, Liqpay and other sources.
\nWe also work on dashboards and various types of reports: the number of tests per day, the number of routes traveled, a breakdown by employees, for example, to understand how much money nurses earn.
\nOne of the new projects is payment for medical tests through iBox terminals. Customer will approach the terminal, place an order, receive a barcode – and immediately go to the nurse to do the medical test. No need to communicate with a human administrator.
\n\n\nOur goal is to fully automate as many business processes as possible on Corezoid so that they do not require manual work at all.
\n
Project team: Savely Evdomashchenko, Vyacheslav Dyadchenko, Bogdan Veliyev.
","frontmatter":{"date":"2022-01-24","title":"Bogdan Veliev, Callab.ua CTO: “In 3 months we developed Corezoid-based CRM from scratch”","url":"bogdan-veliev-callab-cto-interview","description":"We built Corezoid-based MVP, launched into production, and from the very first days began non-stop debugging and improving the system.","image":"/images/bogdan-veliev-callab-cto-interview/bohdan-veliev.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"codebridge-founder-karpushin-interview","tags":["crm","diagnostic","corezoid"]}}},{"node":{"fields":{"slug":"/blog/fintech-farm-launch-neobanks-in-nigeria/"},"html":"![\"img\"](\"/images/fintech-farm.jpeg\") | \n
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| Fintech Farm | \n
Fintech Farm, a newly launched fintech startup based in the U.K. that creates digital banks in emerging markets, confirmed to TechCrunch today that it has raised $7.4 million in seed funding.
\nThe company said it plans to use the investment to launch neobanks in eight countries over the next 24 months. Flyer One Ventures and Solid led the seed round. TA Ventures, Jiji, u.ventures and AVentures Capital also participated.
\nDigital banks, neobanks, challenger banks or whatever you may call them, are among the biggest recipients of VC investments in fintech. Globally, hundreds have sprung forth the past few years to challenge incumbents in their respective markets.
\nIn Eastern Europe, for instance, Ukrainian neobank Monobank, in just the years of operations, has amassed over 4.5 million customers and more than $100 million in operating income, as claimed by the company last year.
\nAfter helping to scale Monobank in Europe, Dmytro Dubilet, one of its co-founders, aims to do the same in emerging markets via his new company. He started Fintech Farm with Nick Bezkrovnyy, a former director at KPMG U.K. and Middleware founder and CEO Alexander Vityaz.
\nIn November 2021, Fintech Farm launched in its first market, Azerbaijan. It took a credit-led neobank approach by providing loans to customers with thin credit histories via cards and a mobile app.
\nOn a call with TechCrunch, Dubilet said Fintech Farm’s operational model in Azerbaijan and prospective markets is to launch its app via partnerships with local banks.
\n“Usually, it’s 50-50 partnership with a local bank,” he remarked when asked how this partnership works. According to him, Fintech Farm is responsible for the business side of things — the app and credit decision making processes. The partner bank holds local knowledge, license and capital as both parties co-invest in the business equally.
\nAs a U.K.-based fintech, Fintech Farm takes a different approach from the conventional model used by neobanks in the country (Monzo, Starling Bank, Revolut) who prefer to hold their banking license and offer the full range of financial services themselves.
\nBut considering its operational approach, that is, providing financial services to emerging markets, it makes sense to have a different business model. Fintech Farm uses a different name in each country it launches, but the same design and mascot — a funny-looking lion with a lilac mane.
\nThree months into its launch in Azerbaijan as Leobank, Fintech Farm has issued over 100,000 cards; by the end of the year, it hopes to get this number up to a million.
\nAnd in the next two years, Fintech Farm plans to enter eight emerging markets spread across Africa and Asia, the first of which is Nigeria.
\n“We have a plan to launch similar businesses in around eight other markets that are slightly bigger than Azerbaijan, of course,” said Dubilet. “Our next market is going to be Nigeria, we have visited Nigeria a couple of times already and it is one of our favourite countries,” said Dubilet, adding that the launch will likely take place in the first quarter of 2022.
\nMeanwhile, despite its original plan to use partner banks, Fintech Farm has done the opposite in Nigeria so far. Right now, the company says it has gotten a “co-operative license.” Should Fintech Farm acquire up to 200,000 customers, the founders said it would partner with a bank to scale further.
\nAccording to Bezkrovnyy, a determining factor for choosing a partner bank, asides from licensing and infrastructural support, will be how fast they can move to capture millions of customers and issue hundreds of millions (dollars) in loans.
\nFintech Farm’s key product is a card that functions as a debit card where users can withdraw funds from deposits and a credit card with a loan facility attached in the customer’s name. A savings account, deposits and transfers are some of the app’s features.
\nNigeria’s population is hungry for credit. Fintech Farm’s credit-led approach will serve to meet the demand (most of its revenues comes from offering loans) companies such as FairMoney and Carbon have done for years. However, unlike these indigenous neobanks, Fintech Farm wants to use credit cards to provide cheaper and more accessible credit.
\n“In terms of the credit product, we see an opportunity for a “mass credit card” in Nigeria. Currently, credit cards issued by traditional banks are limited to the upper-middle class,” Bezkrovnyy said in a statement. “At the same time, APRs of credit offerings from neobanks and alternative lenders may well be over 100%. We are going to fill this gap and accept those customers neglected by traditional banks and offer them fair interest rates.”
\nUnlike most developed countries, the West African nation lacks an advanced credit bureau system to detail people’s credit histories, so there’s some scepticism to how Fintech Farm will use credit cards to operate. But Dubilet is pretty confident; he cites the company’s data science teams which he describes “as one of the best in the world”, to work some magic.
\nAs part of this financing round, Vladimir Mnogoletniy, co-founder of Genesis, the parent company of African online classifieds platform Jiji, will join Fintech Farm’s board. He is also a partner at co-lead investor Flyer One.
\nThe founders believe the expertise and understanding of Mnogoletniy and his Jiji team will be pivotal to Fintech Farm’s growth.
\nIn a statement, Mnogoletniy said Jiji, having built one of the largest e-commerce platforms on a GMV basis, was looking for the right partner to enter the neobanking space. Investing in Fintech Farm was a strategic investment to that end.
\nAs Fintech Farm carries out its expansion plans, it also intends to spend heavily on marketing and hiring talent, especially engineers and data scientists.
\nOriginal source: https://techcrunch.com/2022/01/13/fintech-farm-nabs-7-4m-to-launch-neobanks-in-nigeria-and-other-emerging-markets/
","frontmatter":{"date":"2022-01-19","title":"Fintech Farm nabs $7.4M to launch neobanks in Nigeria and other emerging markets","url":"fintech-farm-launch-neobanks-in-nigeria","description":"The company said it plans to use the investment to launch neobanks in eight countries over the next 24 months.","image":"/images/fintech-farm.jpeg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"codebridge-founder-karpushin-interview","tags":["finance","fintech","startup","banking"]}}},{"node":{"fields":{"slug":"/blog/codebridge-founder-karpushin-interview/"},"html":"![\"img\"](\"/images/codebridge-founder-karpushin-interview/konstantin-karpushin.png\") | \n
|---|
| Konstantin Karpushin, Codebridge founder | \n
Until March 2021, I was a Partner at KPMG. I managed the practice of transfer pricing and tax dispute resolution. The idea was born there.
\nImagine that there are several companies that are somehow related to each other, for example, through the owner. Thanks to the transfer pricing rules, they can agree among themselves so as to redistribute the profits of these companies (i.e. the group) in favor of entities who work in jurisdictions with more favorable taxation. The Tax Service usually doesn't like this. And companies are required to prepare detailed explanations for their distribution models in order to avoid fines and additional charges. Such explanations are prepared with the help of highly paid professionals.
\nYes. Transfer pricing specialists are expensive. But we found a way at KPMG to find abnormally talented interns.
\nWe came up with the idea of an Olympiad contest. In fact, it was a huge “engagement funnel” that allowed us to attract the attention of 3,000 participants (students and graduates of economic universities), and then select the best from them.
\nWe promised the winners of the Contest three iPhones of the latest model and an invitation to a paid internship at KPMG. At the final stage of the contest, I could not help smiling. These students were geniuses. They were able to answer super-difficult questions and also learn fast. We hired a few interns as the result of the contest and in a couple of weeks we already were able to allow those students to communicate directly with the clients.
\n\n\nAt the final stage of the contest, I could not help smiling. These students were geniuses.
\n
They were smart young people with a phenomenal memory. They grasped complex transfer pricing information on the fly.
\nYes. Now at Codebridge we fill our own vacancies for IT developers with the help of such automated funnels based on Corezoid. For example, recently we automatically reviewed 2670 candidates for the position of UI\\UX designer and invited 17 people to the final interview. They are extraordinarily talented specialists.
\n![\"img\"](\"/images/codebridge-founder-karpushin-interview/cv-tunnel.jpg\") | \n
|---|
| Example of the CV funnel from different sources | \n
We chose Huntflow as the front-end. Back-end processes we built on the Corezoid platform.
\nAt the beginning of the funnel I get candidates from 20 sources like Work.ua, Rabota.ua, Headhunter, Jooble, Dou, Djinni and other job boards. At the first stage, we are not interested in the person's resume at all. We thank the candidate for his or her interest in the vacancy and suggest subscribing to Codebridge on social networks (and become our followers).
\nIn the next step of the funnel, we do a “CV swap”. In order to be able to work with properly structured data, we send the candidate a letter with a link to a web form that must be filled out.
\nIn this web form, the candidate answers a number of key questions: city of residence, work experience, whether he or she wants to work in an office or remotely, the desired salary, willingness to complete a test task (paid or free).
\nWe receive all this data in Corezoid and customize the further processing of the data. For example, if the candidate does not speak English, then we immediately send a polite e-mail with a refusal. Also a red flag is the situation when junior specialist doesn’t want to complete the test task. I believe that an experienced designer can show good portfolio, but beginners should accept the challenge and do a test task.
\nWe calculate such an indicator as the \"relevance index\". This parameter can be changed in the settings depending on the position. Each stage has its own “relevance index”, which is based on combinations of certain conditions. If a person's “relevance index” falls below a predefined level at some stages of the funnel, such a candidate does not go further.
\nWe send a series of automatic reminders to e-mail, sms.
\nThere is a stage of automatic testing for knowledge of the English language. A link to the online test is sent to the candidate, and we receive the test result in Corezoid.
\nIf the person is doing well with English, the next step is to invite the candidate to do the test task. As soon as the test task is completed, we automatically send it to an experienced specialist to check it.
\nPlease note that up to this point, a recruiter never interacts with a candidate. Until this point, all e-mails, sms, instructions, reminders, etc. are sent automatically.
\n![\"img\"](\"/images/codebridge-founder-karpushin-interview/questionnaire-example.jpg\") | \n
|---|
| Example of the questionnaire with basic questions | \n
Codebridge professional goes through the checklist with 10 items. If everything looks good, the candidate moves on to the next stage of the funnel. If there are problems with the test assignment, then our expert marks the relevant check-boxes, for example, “bad colour selection”, “uneven indents”, “poor fonts selection”.
\n![\"img\"](\"/images/codebridge-founder-karpushin-interview/recruiter-letter.jpg\") | \n
|---|
| Example of the letter to the recruiter with a request to check a test task | \n
All these reasons for rejection are inserted into an accurate email template and sent to the candidate. In total, we have created 80 personalized templates that are sent to candidates at different stages of the funnel.
\nAt the last stage of the funnel, I get engaged as the head of the company. We built a Corezoid integration with Calendly and a candidate who has reached the end of the funnel can sign up for a free slot for an interview with me and HR.
\nAll statistics for each stage of the funnel is available in real time in Corezoid. Corezoid also makes it easy to change the business logic at any stage of the funnel.
\n![\"img\"](\"/images/codebridge-founder-karpushin-interview/corezoid-dashboards.jpg\") | \n
|---|
| Corezoid-dashboards with real-time statistics | \n
You can contact me personally, for example, on social networks and agree on a pilot project. The solution is deployed quite quickly in the Corezoid.com cloud or on the client's accounts in AWS, Azure, Google Cloud, in their own data center.
\n![\"img\"](\"/images/codebridge-founder-karpushin-interview/manage-the-funnel.jpg\") | \n
|---|
| Example of Corezoid processes that are used to manage the funnel | \n
I am confident the solution will be useful for fulfilling the so-called \"Mass hire positions\". For example, if we talk about “Big 4”, then this solution is ideal for recruiting auditors, consultants, interns, etc. Wherever you need to quickly go through a large number of candidates to select a few of the most talented.
\nI believe that in today's business, the companies that attract the most talented people gain a competitive advantage. As the founder of Codebridge, I spend 80% of my working time looking for such abnormally talented employees.
\n\n","frontmatter":{"date":"2022-01-17","title":"Codebridge founder Konstantin Karpushin: “Based on Corezoid I created the system of search for abnormally talented employees”","url":"codebridge-founder-karpushin-interview","description":"We came up with the idea of an Olympiad contest. In fact, it was a huge “engagement funnel” that allowed us to attract the attention of 3,000 participants and then select the best from them.","image":"/images/codebridge-founder-karpushin-interview/konstantin-karpushin.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"state-tax-service-ivan-romanov-interview","tags":["hr","automation","workflow"]}}},{"node":{"fields":{"slug":"/blog/state-tax-service-ivan-romanov-interview/"},"html":"As the founder of Codebridge, I spend 80% of my working time looking for such abnormally talented employees
\n
![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/ivan-romanov.jpg\") | \n
|---|
| Ivan Romanov, Director of the Contact-center of the State Tax Service of Ukraine | \n
On September 4, 2003 Ukraine signed the Agreement with the International Bank for Reconstruction and Development, which included a number of projects aimed at modernisation of the State Tax Service of Ukraine. This agreement was ratified by Ukrainian law #1317-IV on November 23, 2003 titled “On financing of the project of modernization of the State Tax Service of Ukraine”.
\nOn August 15, 2007 the Government of Ukraine issued the resolution #1049 titled “On the creation of the Contact-Center of the State Tax Service of Ukraine. The Contact-center was established as an independent legal entity within the structure of the State Tax Service of Ukraine.
\nIn 2007, I worked as the Head of the State Tax Service in Khmelnytsky region, and I was invited to become a Director of the newly created Contact-center. At first I hesitated, but then the desire to implement a large and ambitious project of creation of the \"Contact Center\" prevailed.
\nInitially the Contact-center was aiming to have 196 full-time employees. Of course, from the moment when the Contact-center was officially established in September 2007 until the New Year, it was impossible to hire that many people. So we hired 96 employees at the first stage and 100 employees on the second stage after the New Year.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/ivan-romanov-meeting.jpg\") | \n
|---|
| Official meeting in the Contact-center of the State Tax Service of Ukraine | \n
On March 31, 2008. We purchased the necessary hardware and software and Incom company helped us to configure everything. Anyhow, we didn’t have enough time to build the server room. When the first phone calls came through, we still had servers on the desks cooled with fans.
\n\n\nWhen the first phone calls came through, we still had servers on the desks cooled with fans.
\n
Yes. What is important is that people started to trust the Contact-center. We put together a great team. Everything was created from scratch: the accounting department, the HR department, the operators team, the quality control department.
\nPeople call the Contact-center with their questions. And we need to answer these questions. Where do we get the answers from? It turned out that we needed to create a knowledge base from scratch. Nowadays we have a knowledge base that consists of 15,000 answers to various questions.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/ivan-romanov-zoom-focus-group.jpg\") | \n
|---|
| Remote Zoom focus group | \n
At first there were not so many calls. We were practising. We arranged random checks and various stressful situations calling each other. We had a large TV-screen hanging in the office. And all the departments saw real-time dashboards and could compete with each other. During the first months of our work we were receiving approximately 10,000 calls per month. Nowadays we get 100,000 calls per month, 3,000-8,000 emails and thousands of incoming requests in chat.
\n\n\nNowadays we get 100,000 calls per month, 3,000-8,000 emails and thousands of incoming requests in chat.
\n
During the launch of the Contact-center we also conducted a large-scale advertising campaign. There were promo-videos in the subway, press-conferences, publications in printed media.
\nI couldn’t believe journalists were actually interested in this topic. Now I see the example of “Diia” mobile application and I understand that journalists will always be interested in technological innovations in the public sector.
\nAccording to the strategy of implementing innovative technologies in the State Tax Service of Ukraine we started to provide consultations to people in popular messengers: Viber and Telegram. This project was launched together with a technology partner of the State Tax Service of Ukraine – Middleware Inc. company based on Corezoid Process Engine and Sender Communication Engine platforms. This project was initiated and launched by one of my deputies – Andriy Kushnir.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/andriy-kushnir.jpg\") | \n
|---|
| Andriy Kushnir, Deputy director of the Contact-center of the State Tax Service of Ukraine | \n
Middleware technologies allow to build chatbots for messengers, as well as configure the operator workplace for consultations in Viber, Telegram, Facebook, Apple Business Chat, Google Business Messages, widgets on web-sites and any other channels that are convenient for citizens. Middleware solutions are used by the Government Contact Center, the Ministry of Digital Transformation (for the “Diia” online support team), the Ministry of Foreign Affairs, the Kyiv City State Administration, Ukrainian Railways and other state-owned companies.
\n\n\nI like how the Contact-center works with messengers.
\n
I like how the Contact-center works with messengers. We created a separate department that works with chats in the Khmelnytsky region. Nowadays a lot of people spend much time in gadgets, tablets, smartphones. It is comfortable to ask a question in chat instead of calling. Also the employee in chat has the time to think and better prepare the answer. Taxpayers can be different, some of them are nervous and stressful. It is easier to handle the communication in chat.
\nThe most popular subjects in the chat are the personal income tax and social tax. There are also a lot of questions regarding the VAT and single tax.
\n3-4 minutes. We have set time limits for the responses. Also we ask clients to give feedback at the end of every dialogue.
\nFor the most part, the feedback is positive. Sometimes people are not satisfied with the operator’s answer. However, the operator answers correctly and in accordance with the law. Definitely, we don’t put any fines on the operator in such cases.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/contact-center.jpg\") | \n
|---|
| Contact-center at work | \n
Yes. The bonus depends on the number of quality consultations provided, the correctness of the answers, compliance with the Rules of communication. We have a department of quality control. Every month we see detailed statistics on the quality of work of each employee.
\nYes. Everyone is using the same knowledge base. This knowledge base is used not only by the Contact-center employees, but the entire State Tax Service of Ukraine. All managers tell employees that before giving an answer, you need to check with the knowledge base. You can't speak for yourself. And there can be no \"individual approach\", otherwise taxpayers will receive different answers to the same questions, which is wrong.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/departmant-of-methodology.jpg\") | \n
|---|
| The Department of Methodology of the Contact-center | \n
Our Contact-center has always been active and energetic. When other organizations closed, we kept working. Some people were transferred to remote work. Although people sometimes find it difficult to adjust: children, noise, the dog barks. Also the spirit of teamwork gets lost a little bit. But now it has been decided that all state employees should be vaccinated. We are gradually returning to normal work.
\nThe staff of the Contact-center today is 280 full-time employees. The team has been formed since 2007. For me it is important that the employee is a good person, strong professional and a team player.
\nMe and my deputies, the heads of departments, managed to assemble the team that understands the cause and our mission. If You look at the work of Contact centers in other countries, not many people work there for more than 2-3 years. In our Contact-center we have people who have been working with us since 2007.
\nThe Contact-center of the State Tax Service of Ukraine is exactly the place where the employee communicates directly with the taxpayer, feels what the client needs and grows as a professional. We have such an approach to young specialists: we train them and then give them the opportunity to move to other structures of the State Tax Service or other governmental bodies, gaining some knowledge of tax law, the skills of communication with taxpayers.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/contact-center-at-work.jpg\") | \n
|---|
| Contact-center at work | \n
You can easily start working for the State after getting through the competition. Public organisations publish their vacancies on the \"Single Portal of Vacancies\". Usually the requirements for the position are described in such publications, as well as the salary. Also state employees get bonuses for the years of service, bonuses for the rank, 30 days of paid vacation per year. After 5 years at service one more vacation day is added to the basic level. The public service gives good prospects for the young people and provides a stable source of income.
\nI recommend “Dune Chronicles” by Frank Herbert, in particular, the novel “God-Emperor of Dune”.
\n![\"img\"](\"/images/state-tax-service-ivan-romanov-interview/god-emperor-of-dune.jpg\") | \n
|---|
| Frank Herbert, God Emperor of Dune | \n
![\"img\"](\"/images/uz-chatbot-promo.jpg\") | \n
|---|
Kyiv, December 15, 2021. Ukrainian Railways has launched its official chatbot for ticket sales and travel notifications in Apple Messages for Business and Facebook Messenger – in addition to the previously launched Viber and Telegram chatbots.
\nFacebook users can easily access the chatbot directly from the main Facebook page of “Ukrainian Railways”. To run Apple Messages for Business, you need to click the \"Messages\" icon on the “Ukrainian Railways” website using iPhone, iPad, Mac or Apple Watch. A dialog box for buying tickets or communicating with a support operator will open instantly. To start talking with the operator, you need to click the relevant menu item.
\n“Ukrainian Railways” together with its partner Visa will give 10% cashback to the passengers for every ticket purchased in the chatbot. This promo-campaign starts on December 15, 2021 and will last until January 15, 2022. Passengers who buy railway tickets for long-distance trains and fast trains via the official Ukrainian Railways chatbot will be able to participate in this promo. An important rule: it is necessary to pay for the purchase with a Visa hryvnia card, having previously agreed to save its token in the chatbot. Cashback will be credited to the card from which the payment was made within 10 banking days.
\n\"There are very few state owned companies in Ukraine that officially support their customers in Apple Messages for Business, so today Ukrainian Railways is taking a somewhat unexpected step becoming one of the pioneers in this direction,\" – says Oleksandr Pertsovsky, CEO of the Ukrainian Railways Passenger Company. – Passengers will also be able to buy a ticket and lunchbox using Facebook Messenger. According to Statista.com, there are currently 15 million active Facebook Messenger users in Ukraine, so we are glad to offer chatbot functionality to these users as well.”
\nUsing Apple Messages for Business and Facebook Messenger, “Ukrainian Railways” passengers can now buy tickets for all long-distance trains and Intercity+ fast trains, return previously purchased tickets, view schedules and online tableau to check which platform the train arrives on.
\nAlso “Ukrainian Railways” passengers can add purchased tickets to their Apple Passkit and Google Pay wallets.
\nThe project was implemented based on Corezoid Process Engine technology together with Ukrainian Railways technology partner Middleware Inc. with the support of the payment partner – Visa.
\n“Corezoid bot platform supports Apple Messages for Business, Viber, Telegram, Facebook Messenger, Google Business Messages, WhatsApp, Line, WeChat, Sender and any other platforms with open APIs. Working with messengers is a good first step for building Corezoid-based “digital core,” – said Olga Hudik, Chief Business Development Officer of Middleware.
","frontmatter":{"date":"2021-12-15","title":"Based on Corezoid “Ukrainian Railways” launched tickets sale in Apple Messages for Business and Facebook messenger","url":"uz-launched-tickets-sale","description":"“Ukrainian Railways” together with its partner Visa will give 10% cashback to the passengers for every ticket purchased in the chatbot.","image":"/images/uz-chatbot-promo.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"uz-corezoid-interview","tags":["Ukrzaliznytsia","chat","bot","digital","railway","tickets","visa"]}}},{"node":{"fields":{"slug":"/blog/edenlab-kvashnina-interview/"},"html":"![\"img\"](\"/images/edenlab-kvashnina-interview/kvashnina-photo-1.png\") | \n
|---|
| Marina Kvashnina, Edenlab Founder | \n
I graduated from Kharkiv Polytechnic University, Faculty of Economics. My specialty is manufacturing management.
\nGraduating from the University, I thought that I would be an economist. During my second year at the university, I began working as a chief accountant, and in 1999 I won the USAID competition and went on an internship to the United States. At that time, many companies were switching to international financial reporting standards, and as a young specialist, I was interested in the western experience.
\nI went to the middle of nowhere, Ohio state. I was completing an internship at Procter & Gamble in the central office. I remember two such tall towers and locals joking that sometimes it seems Mr. Procter and Mr. Gamble are still sitting there. I lived in the family of one of the corporate directors. I remember deers walking in the garden full of cherry blossoms. I had a deep dive into American life.
\nP&G had its own internally designed systems, and of course SAP and Excel. Now we have a lot of SAP stuff in Naftogaz too. That is my karma :)
\nI got promoted and became a Chief Financial Officer. There was a funny story. My boss brought an excellent book “Seven Notes of Management” and said: “Look, there is such a position called “CFO”. And so I became a CFO.
\nI continued my career as an economist for another 10 years. But I was always interested in how business works. Nowadays this profession is called \"business operations\".
\nFinance is a language that I understand. I know many leaders who understand the “HR language”. Or there are executives who have grown out of lawyers – they speak the language of documents. My native language is the language of numbers.
\nFrom Kharkiv I moved to Kyiv and worked as the financial director of Bayadera. And then I got into Glencore – they are #34 in the Fortune 500 list Fortune 500 list. In Ukraine Glencore had a big business related to agriculture. In particular, they developed the elevator business.
\nImagine, on the one hand, I have elevators in the hinterland – Lyubashivka, Popasna, where accountants have hardly learned how to balance debit with credit. On the other hand, I was responsible to the head of the financial direction in Rotterdam, who demanded international reporting standards and whose global balance sheet of the group might not converge by one figure across the entire Ukrainian business.
\nThen the revolution of 2004 happened and I went into politics and public administration. I became an advisor to the Minister of Infrastructure responsible for IT. We needed to take care of the IT-infrastructure of giant state companies: Ukrainian Railways, Ukrainian Post, Ukrtelecom. We started working with major consultants and for me that was a deep dive into the world of state enterprises.
\n\n\nWe needed to take care of the IT-infrastructure of giant state companies: Ukrainian Railways, Ukrainian Post, Ukrtelecom
\n
Then there were many different projects where I was either the Product owner or performed another leadership role. There was a project in insurance medicine, a project with payment terminals, which was later sold to Ukrsibbank.
\nIt was around this time that I fell in love with the British Boots drogerie concept. There was nothing like it in Ukraine, only “DC”, which later became Watsons. I wanted to launch something like that in Ukraine. And I did. “Dobrogo dnya” pharmacy is my project. As the TOP manager I designed this business from scratch: from the first letter on the sign and then scaling to a chain of 150 pharmacies all over the country. I have been working on the project for 3-4 years, and now it is one of the largest private pharmaceutical chains in Ukraine (more than 400 branches), with a big distribution network, various collaborations, private labels, delivery service.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/kvashnina-photo-2.jpg\") | \n
|---|
“Dobrogo Dnya” pharmacy project became a great school of retail business for me. I had an opportunity to work with amazing people. For example, we had an independent director who used to work at Boston Consulting Group. Two years of working with him gave me almost a second executive education.
\nHe shared tons of tools, methodologies, material for reading. And then we were applying that knowledge in practice. By the way, then I first got acquainted with the institute of independent directors, and in fact, boards of directors. Now I work as an independent member of the supervisory board in several companies, including banks, and oversee the digital projects.
\nAfter the “Dobrogo dnya” project I worked at PrivatBank. CEO Alexander Dubilet wanted to find new approaches to the further development of a growing business. In fact, we were discussing the idea known as “industrial expertise” sharing, when people from the non-banking environment help to design and customize banking products.
\nSomeone recommended me to PrivatBank as the expert in pharmacy business. I traveled to PrivatBank to have a talk and stayed there for the next 3 years.
\nI had exciting work in connection with the Center of Electronic Business founded by Alexander Vityaz. I believe we managed to launch a certain amount of interesting products. I had both IT and business development resources. Alexander Vityaz always generated an infinite amount of great ideas. And I was managing the execution, pre-sale and sale, customer support and even products customisation based on customer feedback.
\n\n\nAlexander Vityaz always generated an infinite amount of great ideas
\n
After PrivatBank I worked as deputy chairman at Deltabank. We organized the IT department in accordance with the PrivatBank model. The IT was divided into Support and R&D divisions. The Support division was responsible for day to day operations, SLA, infrastructure availability. In the R&D division other skills were important: curiosity, ability to work in a sandbox, close interaction with business and product owners.
\nI was personally responsible for the R&D Department. For example, such a large bank as Delta was a leader in consumer finance, but the bank didn’t have any business in payments. The whole transactional business emerged in my department and then became a separate line of business.
\nEventually we’ve migrated 1,5 mln cards to our own processing system. In Delta bank I was also responsible for the cards back-end, strategic marketing, business development, customer analytics (these days they call it “Big Data”), marketing communications and everything around it: the work of mathematicians, testing the assumptions, remote sales etc.
\nWe encouraged the startup spirit inside the bank. One of such startups was Pay2You p2p money transfer service. Edenlab emerged from this project later on.
\nThanks to Alexander Vityaz. He shared a book about the interpretation of the Torah by Pinchas Polonsky \"Two stories of the World creation”. There was an idea that just struck me: you can try to view the Garden of Eden as a laboratory for humanity, where God conducted experiments. Some experiments were successful, others not that good. But the very idea of an endless experiment amazed me a lot.
\n\n\nThanks to Alexander Vityaz. He shared a book about the interpretation of the Torah by Pinchas Polonsky \"Two stories of the World creation”. There was an idea that just struck me: you can try to view the Garden of Eden as a laboratory for humanity, where God conducted experiments.
\n
I like the constant search, testing of new ideas, the beauty of the code, and the beauty of the engineering solution.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/recommended-book.png\") | \n
|---|
| Pinchas Polonsky \"Two stories of the World creation” | \n
After Delta Bank, I had a corporate position related to the creation of a fintech competence center in the international investment fund Finstar. The fund's portfolio included various credit companies, payment providers, and banks.
\nThen the war between Russia and Ukraine started. All those projects stopped. And I had a choice: either to deal with the operational efficiency of the existing small banking business or try to start my own company. I remember it was Christmas time, we went skiing with some of my teammates. I’ve already made a decision for myself. However, I decided to wait until the beginning of January with the announcement.
\nI suggested to the team that we start Edenlab company and see if we’re worth anything outside of the corporate world. We agreed that we would give ourselves six months to try to build something cool. And so Edenlab was born. Mastercard became one of our first clients.
\nNo. But important. I want to express my gratitude to Mastercard. We have been partners for many years. Edenlab is an authorised developer for Mastercard. For example, together with Mastercard we co-developed such a product as money transfers in Viber chat. We worked with Mastercard Europe and also had R&D project with Mastercard USA.
\nWe didn't have any salesmen at all. TOP-managers were selling the projects. I was selling. Everyone who started Edenlab is still onboard. Two Edenlab co-founders are my former deputies from Delta Bank. Some people with non-banking background joined Edenlab later and already received promotions to junior Partners.
\nEdenlab has one more specialization: healthcare. At some point we embarked on a business adventure and became the developers of the central component of the E-health system in Ukraine. E-health is a digital platform where all the processes of digital medicine are implemented in Ukraine.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/health-system-ukraine.png\") | \n
|---|
| https://ehealth.gov.ua/ | \n
Still few people believe that some small company delivered a national-wide project worth millions of dollars. Why? Because in the beginning there were no millions of dollars. There was a team of enthusiasts who were just starting to think about grant money and were looking for an IT company that would make an MVP of E-Health for free. And if international donors liked the MVP, they would pay for the project.
\nGood analysts and engineers were needed to work on E-health project. The healthcare domain is close to fintech: you need to work with personal data, highload etc. Since the beginning of the E-health project a lot of teams have changed from the other side. Our “family” lived through difficult times: we had quarrels, fights, divorces, then made up again. But here’s the fact: Edenlab company keeps developing the E-health platform for 5 years in a row. Most of what You see in the E-health (central component) was done by Edenlab.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/edenlab-team.jpg\") | \n
|---|
| Edenlab team | \n
We fell in love with elixir. And we switched to elixir in many projects. We do a lot of Go programming, and also C#. A new toy in the house is rust. I think we hired all the rust developers in Ukraine that we could find. It may seem not wise to narrow yourself to a niche stak. However, such an approach allows Edenlab to find highly skilled engineers.
\n\n\nA new toy in the house is rust. I think we hired all the rust developers in Ukraine that we could find.
\n
Most likely, the rare programming language is not the first and not even the second choice of the developer. This is the kind of people we need: curious and hungry for knowledge. Such people are hard to find. But when You do – their work is amazing.
\nWe have known about Corezoid technology for a long time. Periodically some people with Corezoid knowledge joined the Edenlab team. I believe that every client needs a specific solution relevant to their situation. We decided to use Corezoid in a project with Raiffeisen Bank International.
\n\n\nWe decided to use Corezoid in a project with Raiffeisen Bank International
\n
That was a very difficult project. Perhaps, fintech companies haven’t seen anything revolutionary for the industry in this project. However, the project was quite revolutionary for the Raiffeisen group itself.
\nRaiffeisen is a banking group that operates under strict compliance and regulation rules. At the same time there is a huge pressure from competitors, both from the banking and fintech world. After meeting with the Edenlab team, Raiffeisen realized that it is worth trying to hire people with a distinct startup culture and clear dedication to the principles of agile development, but who also know how the enterprise world operates. And try to create a digital solution outside of the traditional bank, meaning not on the basis of any of the local banks of the group. And that is what Raiffeisen did together with Edenlab.
\nYes. But Raiffeisen didn’t approach Edenlab with a requirement to launch a specific product in a specific country. Rather, they had a description of the prototype of the future digital organization. The mastermind behind the idea was Andrey Stepanenko – Member of the Management Board responsible for Retail and Digital. Also I realized, that Andrey Stepanenko had the full support from CEO of Raiffeisen Bank International Mr. Johann Strobl, a great strategist with a clear vision of what the bank needs today and tomorrow.
\nRaiffeisen firmly decided that they wanted to have a startup culture, they wanted to work with people like Edenlab and they wanted to build such an “edenlab” inside the Raiffeisen. It was a huge challenge for Edenlab to build something for Raiffeisen.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/app-digital-bank.png\") | \n
|---|
| Raiffeisen Digital | \n
We offered RBI to create a \"lego-architecture\" in which we would use lite solutions of vendors existing on the market. At the time of launch, it may be one set of vendors; at the time of increasing feature-set and loads, the set of vendors may change.
\nWhy program everything inside the organisation for the next twelve years? There are people who developed competence in certain domains, who have built a business around this, and they also have a startup culture. Let's try to put them together on one platform. In Edenlab we designed the whole architecture so that it was flexible, reliable, consistent.
\nIt is clear that there were challenges to be dealt with: components needed to be replaceable. There must be a “plan b” for each vendor. We needed to understand how the technology roadmap would evolve, taking into account the growth of the business. I believe that Edenlab created a very strong architecture, but RBI made an unprecedentedly bold decision to accept such an architecture.
\nIt did not matter. There could be Poland, and there could be the Balkan countries. The RBI business team determined where it was possible to start faster, what were the license requirements, compliance and regulation rules. Much of the complexity of a project was the challenge to integrate the solution with the software that already existed in the bank. Even a small mistake on the side owned by Raiffeisen would mean penalties and problems for the entire group.
\nEdenlab helped the RBI a lot. I hope RBI thinks so too. Andrey Stepanenko recently made a recommendation to us on Clutch. Edenlab solution architect Petro Lymych is proud of the quote from the CTO of RBI, who accepted architecture and called it “State of the Art”.
\n\n\nEdenlab solution architect Petro Lymych is proud of the quote from the CTO of RBI, who accepted architecture and called it “State of the Art”.
\n
One of our commitments during the negotiations with Raiffeisen was to create the R&D team for RBI in Kyiv. And we did it. Raiffeisen Bank Laboratory (RDL) sits two doors from me in the Creative States. Now there are more than 60 people there. Some of the people moved to RDL from Edenlab. These are the people who participated in the project and wanted to switch to work for RBI. Someone was recruited by Natalia Polyakova, the newly appointed head of RBI Retail Innovation. By the way, she was also my deputy since working in Bayadera, and then Glencore.
\nAlso Edenlab committed to completely remove the vendor lock at the end of the project. And we did it. A complete knowledge transfer from Edenlab to Raiffeisen took place. Initially the objective of Edenlab was to go through the whole cycle: from grooming the idea to drafting the solution architecture, development and launch phase. And we delivered.
\n\n\nA complete knowledge transfer from Edenlab to Raiffeisen took place. Initially the objective of Edenlab was to go through the whole cycle: from grooming the idea to drafting the solution architecture, development and launch phase. And we delivered.
\n
![\"img\"](\"/images/edenlab-kvashnina-interview/kvashnina-photo-3.jpg\") | \n
|---|
I see the same trends in healthcare that I saw in fintech 20 years ago. The amount of data generated in the healthcare industry is growing exponentially. Suddenly in the middle of the pandemic everyone realised how vitally important it is to work with medical data correctly.
\nFor example, in the USA there is a new regulation that is enforcing the companies who work in the field of healthcare to switch to the FHIR standard. In Edenlab we chose FHIR as our fundamental standard 3,5 years ago. The same trends we see in the Gulf countries, where Edenlab runs projects aimed at building the national digital healthcare systems.
\nWe see many technical pain points in how the healthcare industry operates. There are services aimed at collection and processing of medical data, but they are based on legacy technologies. Data exchange between legacy systems is a nightmare. At the same time people have high expectations regarding the speed and quality of medical data processing.
\nYes, it's called Kodjin. Kodjin is a FHIR server that allows to integrate with legacy systems and ensure interoperability.
\n![\"img\"](\"/images/edenlab-kvashnina-interview/healthcare-data.png\") | \n
|---|
| https://kodjin.com/ | \n
For example, in the process of clinical trials, there is a need to exchange information between hospital groups. Imagine testing a new molecule. And this process involves thousands or tens of thousands of clinics. A specific test protocol is sent to clinics. And then the test data is collected back. And all this often happens in Excel, with manual post-processing of data. Automating this process means savings of tens, hundreds of millions of dollars.
\nAnother example. Let's take companies that operate at the intersection of different markets. For example, insurance, hospital, doctors. I have very good medical insurance in Ukraine. And now I come to Dobrobut, and my doctor picks up the phone, starts calling the insurance company and loudly asks what restrictions are in my insurance, and what he may or may not prescribe to me. It shouldn’t work that way.
\nYes. This is one of such old legacy systems on the market. And this is one of the reasons why we are so willing to be not only a service company, but also create our own products and work in the midst of healthcare digitization.
\nUnlikely. So far, we have a lot of personal approach in our sales. In order for a boutique company of engineers from Ukraine to suddenly receive the Raiffeisen Bank International contract or a global health project, you need to have personal contacts and reputation. It is necessary that the decision maker believes you, checks your credentials, trusts your vision and your ability to implement what you suggest.
\nYes. We are Ukrainians. Although we’re incorporated in Estonia, the bank accounts are there, we are going through the audit in Estonia etc. But often we can’t say during the meetings that we are a Ukrainian startup company. For example, recently we’ve become TIBCO partners. And they have a direct ban on working with Ukrainian companies.
\nIn general, there is a huge shortage of specialists in the world of medtech. Now there is no problem selling the contract at all. There is a problem with people who understand medtech.
\nYes, there are many open vacancies. Edenlab is constantly growing. The beauty of Edenlab is that we choose technology stacks that allow a small group of senior engineers to do projects of incredible complexity in an amazingly short time. The E-health project, even at its peak, was developed by no more than 30 people. Usually systems of this complexity are developed by hundreds of people.
\n\n\nThe beauty of Edenlab is that we choose technology stacks that allow a small group of senior engineers to do projects of incredible complexity in an amazingly short time
\n
![\"img\"](\"/images/edenlab-kvashnina-interview/edenlab-team-outdoor.jpg\") | \n
|---|
| Edenlab team | \n
In Edenlab we use a design & analytics driven development process. Probably, up to a third of Edenlab employees are business and system analysts, who are in great demand for us.
\nWhy Edenlab likes Corezoid? Because if you have a good analyst, then such a person can quickly prototype a process of any complexity. No other system created for enterprise software development can match Corezoid capabilities.
\n\n\nWhy Edenlab likes Corezoid? Because if you have a good analyst, then such a person can quickly prototype a process of any complexity. No other system created for enterprise software development can match Corezoid capabilities.
\n
Sometimes, while you complete the process building, your initial requirements have already changed 2 times. You need to change the process accordingly. It also affects other processes. And you have a deadline, agreement obligations etc. Corezoid is absolutely the right solution for such complex projects.
","frontmatter":{"date":"2021-12-13","title":"Marina Kvashnina, Edenlab founder: “We need curious, hungry for knowledge and energetic people”","url":"edenlab-kvashnina-interview","description":"The beauty of Edenlab is that we choose technology stacks that allow a small group of senior engineers to do projects of incredible complexity in an amazingly short time","image":"/images/edenlab-kvashnina-interview/kvashnina-photo-1.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"asquad-izmailov-interview","tags":["corezoid","hyperautomation","integration","fintech","healthcare"]}}},{"node":{"fields":{"slug":"/blog/asquad-izmailov-interview/"},"html":"![\"img\"](\"/images/asquad-izmailov-interview/nikita-izmailov-photo-1.jpg\") | \n
|---|
| Nikita Izmailov, N1 group founder | \n
I studied at the Academy of Banking, the Department of Accounting and Auditing. I am an auditor by profession.
\nI have a mathematical mindset. At the same time, I wanted to have a profession related to business. Now, as an investor, I can look at one slide, see 3 indicators and say: \"Guys, you made a mistake.\"
\nDuring my sophomore year at the University, I created a satirical newspaper \"Sumka\". We had a circulation of 10,000 copies, issued every three weeks, 15 pages printed in color. It was even profitable at some point. However, I realized quickly that I couldn’t make a fortune out of a student newspaper.
\nMy second business was related to the distribution of plastic windows. By the way, a professor from the University will come visit me today. This professor was also the owner of the factory that produced plastic windows. He supported my first business endeavors. Back then the professor hired a group of students who advertised the installation of plastic windows.
\nAfter graduation from University, I moved to Kyiv and for six months tried to get a job in the Big Four. I went to dozens of interviews with KPMG, Deloitte. At the same time I was selling furniture. I worked as a representative of a vine furniture factory and sold rocking chairs to Epicenter. I was making good money.
\nBut most importantly, during this period I studied international accounting and auditing standards, which allowed me to eventually get a job at KPMG. I started climbing the career ladder very fast. It took me only 3 years to become a senior auditor. Usually people reach this point in 5-6 years.
\nI had a lack of knowledge of how large business should work. I saw how business works in Sumy and in Kyiv. It didn't impress me at all. The option of working for a large international company seemed like a good next step.
\nEveryone was talking about Mars, Procter & Gamble.
\n![\"img\"](\"/images/asquad-izmailov-interview/nikita-izmailov-photo-2.jpg\") | \n
|---|
Yes. I realized that my skills would be a good fit for such companies. Eventually, I even got my position in Parimatch thanks to my background with KPMG. Parimatch was paying attention to potential candidates who went through the KPMG school.
\nI was invited to the position of CFO. At that time, Parimatch had already been in business for more than 18 years. In fact, Parimatch was reinventing the company and young blood was needed.
\nSort of. Sergey Portnov and I had a mutual friend who worked at Parimatch. It turned out that we had common values and shared a similar vision.
\nYes. At KPMG my colleagues were cheering me up: “You are going to become one of the youngest Partners in the world”. On the other hand there were Parimatch founders, who put their faith in me. Such an approach and the credit of trust from Parimatch persuaded me to leave the bureaucratic world of KPMG.
\nI learned how to create large legal and financial structures from scratch. When I came to Parimatch, the company had a single legal entity in Ukraine and one expired license. There was no way to accept or send payments online. The web-site existed more like an information panel. Yes, it was possible to make the bets online, but you needed to use money previously deposited as cash in the offline branch.
\nAfter 6 years of my work Parimatch is a structure that consists of 70 companies, operates 5-6 licences, works with 15-20 banks, supports 50 payment systems in more than 20 countries. Also Parimatch is an official partner of several great football teams.
\nAt some point I realised that my expertise related to finance, payments, banking etc. needed to be separated from Parimatch. There are a lot of companies in the world who need similar to Parimatch payment solutions.
\nI agreed with my partners to make a spin off. And I started a separate business venture with fintech projects. It became clear that to manage such fintech projects, you need to create a managing company. This is how N1 company was created.
\nThis is my motivation to be number one. If I call the company number one, it means I need to work hard and live up to it.
\n![\"img\"](\"/images/asquad-izmailov-interview/nikita-izmailov-photo-3.jpg\") | \n
|---|
No. Sportbank appeared first in 2018. Then Asquad did.
\nAlexey Kulik, the founder of Asquad, volunteered to solve the payments challenges of Parimatch. We had a vision that Asquad should become a technology company that would create fast and high-quality integrations in the field of payment solutions for the entire market.
\nAsquad was born from a seemingly unsolvable challenge to integrate payment solutions in 1-2 days and quickly conquer new markets.
\n\n\nWe had a vision that Asquad should become a technology company that would create fast and high-quality integrations in the field of payment solutions for the entire market.
\n
For me, the main thing is not the names of technology providers. I appreciate the commitment of my team to deliver the result. If Aleksey Kulik says that with Corezoid he can build integrations fast – this is what important.
\nI believe that fintech can and should be profitable in Ukraine. But it is difficult for Ukrainian fintech companies to be sold for high prices. It is unrealistic to sell with a 10x multiplier to income, if you have Ukrainian clients on board, the management is located in Ukraine. Therefore, the only positive scenario for the Ukrainian fintech business is to be profitable and bring dividends. Therefore, for the next 2-3 years, N1 will have the following strategy: make money and invest profit into the further development of the company.
\nThe Ukrainian market is of little interest to global players. There are reasons why companies such as N26, Revolut have not yet embraced Ukraine. However, Kaspi announced it would start working in Ukraine. Kaspi opened a small Pandora's box. It means that the Ukrainian market will automatically receive the acceptance of the London Stock Exchange. That is, the country's risk will be accepted by LSE players (unless, of course, Kaspi shares price goes down).
\nIf Kaspi manages not to lose its positions after entering the Ukrainian market, then this will be a good signal for investors. Serious investors might get interested in Ukraine.
\nAnyhow, in order to be a part of the big global game, You need to earn the capital first. Operating globally with small capital is not practical. I think investor should have at least $100 mln. to play big games on the global market.
\nI like the markets of the post-Soviet space, because I understand all the risks associated with them. I look curiously at the countries of Eastern Europe. They are located in the Eurozone, the population purchasing power is much higher than in Ukraine. At the same time, such major players as Revolut, N26, Monzo have not yet penetrated those markets. The quality of banking service is low there. Banks have a lot of legacy software issues, while customer expectations are high.
\nThere is no such need. Ukraine is the place where I want to spend most of my time.
\nI like Italy. In winter I want to ski, in summer I want to swim, somewhere in the off-season - to walk near the lake, to meditate.
\nUnfortunately, I am still far from California. I have not yet appreciated California either from an entrepreneurial or a technological point of view. I even set myself a certain barrier, a ban on serious thinking about California. It makes sense to go to Silicon Valley either to build a startup or work as an investor. For the latter You need to be at least an average size fish.
\nFreedom Finance. They work in Kazakhstan, Russia, and they are opening a business in Ukraine now. Freedom Finance provides brokerage and forex services. The founder of the company Timur Turlov is a self-made man. Now he is in his 30s. Timur brought his company to NASDAQ. An ordinary hardworking Kazakh entrepreneur with a great vision. Freedom Finance is a motivating and stimulating example for me.
\nI don't want to mention some distant examples like Bezos, Musk. They are cool guys. But you have never talked to them. You do not understand what drives these people. Is it possible to call a person happy if he divorces for the second time in five years and has ten children with whom he does not even talk?
\nI admire one of the owners of ReFace – Sergey Tokarev. ReFace team invests a lot in the machine learning and artificial intelligence ecosystem in Ukraine. ReFace creates hubs, gathers people, arranges hackathons. This is not money driven, it is based on the desire to create something meaningful.
\nYes. However, it is related not to fintech, but rather to healthy food and drinks. I have a company called Eat Easy. The company produces healthy organic drinks based on kombucha and tibicos. These drinks are practically sugar-free. If we compare it with cola, then there are about 10 tablespoons of sugar in cola. In our case, this sugar is almost completely processed by the mushroom. We are now producing 100.00 bottles per month. If we get close to 1 million bottles, we can compete with cola on price. My mission is to defeat the cola.
\nYes, absolutely.
\nI dedicate 30% of my free time to sports. Usually I do a 3 hour workout every morning. The workout includes jogging, body weight work, stretching, and meditation. This is a daily complex that allows me to stay fit, and keep my brain working well.
\n![\"img\"](\"/images/asquad-izmailov-interview/nikita-izmailov-photo-4.jpg\") | \n
|---|
At home. It doesn't matter what part of the world I am, what the temperature is outside. Every morning from 5 to 8 or 6 to 9 I do the workout. I run a marathon once a month. I don’t eat fish, meat, I don’t drink alcohol.
\n\n\nEvery morning from 5 to 8 or 6 to 9 I do the workout. I run a marathon once a month. I don’t eat fish, meat, I don’t drink alcohol.
\n
![\"img\"](\"/images/asquad-izmailov-interview/asquad-founders.jpg\") | \n
|---|
| Founders of the Asquad.io payment system Aleksei Kulyk and Stanislav Strebul | \n
Alexey: after 6 months of working with Nikita at N1 and talking to various projects from the fintech vertical I saw the same problem everywhere: the speed of integration of payment solutions. And I have known Corezoid for many years as a reliable and flexible technology.
\nAt some point, I met with Stanislav for a coffee. I suggested to Stas that we create a new innovative payment system using the modern technology stack.
\n\n\nAnd I have known Corezoid for many years as a reliable and flexible technology.
\n
Stanislav: Alexey said that we need to make a cool PSP (Payment Service Provider). I didn't want to get involved in such a project, because I knew that it was hard. For about half a year, we periodically communicated with Alexei. He asked me to help audit one of the PSPs.
\nIn parallel, we discussed Corezoid as a technology. I remember the beginning of COVID pandemic. Everyone was terribly afraid of this virus, and got isolated. I went to the village, walked along the street, the dogs barked, and I called Alexei and said: “I’ve done some research. You can build fantastic things with Corezoid!”
\n\n\nI went to the village, walked along the street, the dogs barked, and I called Alexei and said: “I’ve done some research. You can build fantastic things with Corezoid!”
\n
Alexey: speed.
\nAlexey: for seven years my experience has been associated with building projects in the fintech market. Based on this, I have reason to believe that I know where this market is heading. Most large companies have legacy code, monolithic systems. And at the same time there are ambitions to innovate, scale to new markets, accept payments in different ways.
\nNew markets mean new integrations, which means having an army of developers inside the company. There are companies whose billing departments employ more people than niche payment companies. There are just departments that deal with integrations, analysis of payments, etc. and they have 50+ people. Each new integration is a pain because it affects the product, the business model, and sales.
\nAlexey: all payment systems solve the same problem: you need to accept and send payments. The problem is the speed of reaction to the changes in the payments landscape.
\nWe tell Asquad clients: “Focus on core business expertise. And we will provide you with a high-tech product for working with payments, which can be easily managed and quickly scaled.”
\n\n\nWe tell Asquad clients: “Focus on core business expertise. And we will provide you with a high-tech product for working with payments, which can be easily managed and quickly scaled.”
\n
Stanislav: Corezoid allows you to quickly capture new markets. According to the old approach to software engineering, You need a developer, who will study the documentation, write the code, test it, bring it to some pre-production environment, where someone else will test it again, and then the code goes to production.
\nImagine suddenly it turns out that the bank API is not responding in the way we expected. Or a certain parameter of Visa or Mastercard card must be included in the payload for certain countries. And You need to start all over again.
\nCorezoid helps to speed up the solution of integration challenges.
\nAlexey: Large companies often have a list of 10-15 integrations that they cannot complete even with a large number of developers. Ideally, one integration takes 2-3 weeks, but there are flows that take 3-4 months, and this is a very painful process. I’m talking about constant iterations and rollbacks because of one little thing. Also remember that integration work is often performed by expensive niche payment specialists.
\nAsquad is a payment platform with a unique integration layer that is aimed at solving integration challenges. Thanks to Corezoid technology we reduce the time for any integrations for the client. For example, we made one of the last integrations with the bank in 12 hours.
\nThis is what we strive for: any payment integration must be done in one day. We have a slogan inside Asquad: “One integration – one day!”
\n\n\nThis is what we strive for: any payment integration must be done in one day. We have a slogan inside Asquad: “One integration – one day!”
\n
Alexey: there are 2 areas that we want to develop on the basis of Corezoid - our own processing center, and the SaaS model for large and medium-sized companies.
\nAlexey: Yes. Sometimes they already accept payments online. The question is, how do they do it. Many companies do not have the expertise to develop their own system and are looking for a white label solution to start using.
\nAlexey: Yes. We have already started working in Ukraine. The first customer is a company from the N1 Group. Recently, we have been testing Asquad's performance, checking the stability of the platform. Asquad has a modern technology stack under the hood, including Corezoid. I don’t think there is something like Asquad on the market today.
\n\n\nAsquad has a modern technology stack under the hood, including Corezoid. I don’t think there is something like Asquad on the market today.
\n
Stanislav: recently we made an integration, launched it into production and a case happened that we could not take into account, since the information was missing in the documentation. I logged in to Corezoid and I saw that 400 transactions accumulated in a queue. I quickly figured out what was the matter, made another branch of logic and fixed the problem “on the fly”.
\nIf we compare this case with the classic approach to software development, it would require preparation of stages, rolling a hotfix, involving a team of release engineers and testers, and this could have taken days to solve.
","frontmatter":{"date":"2021-12-06","title":"Nikita Izmailov, N1 founder: “Asquad was created to make payment integrations in 1-2 days. We use Corezoid”","url":"asquad-izmailov-interview","description":"Asquad has a modern technology stack under the hood, including Corezoid. I don’t think there is something like Asquad on the market today.","image":"/images/asquad-izmailov-interview/nikita-izmailov-photo-1.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"foxtrot-krechetovych-interview","tags":["corezoid","hyperautomation","integration","payment"]}}},{"node":{"fields":{"slug":"/blog/corezoid-deka/"},"html":"![\"img\"](\"/images/corezoid-deka.jpg\") | \n
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1 December 2021 – DEKA retail chain launched a chatbot and integration with Apple Wallet, Google Pay.
\nDEKA is a leader in the watch market in Ukraine. DEKA operates more than 50 stores in different parts of Ukraine and the online store deka.ua. DEKA retail network is the official distributor of more than 60 famous watch brands, including the Japanese CASIO, the Swiss Longines, Zenith, Tag Heuer. Also, in the DEKA online store and the DEKA boutiques, customers will find jewelry of such famous brands as Swarovski and Christina.
\nIn November 2021, DEKA launched several new digital services for customers. From now on clients can add loyalty cards, gift certificates, discount coupons to Apple Wallet, Google Pay.
\nThe company also launched a chat bot in Viber messenger with customer registration, personal account, loyalty program, product search by name or code, order and repair status tracking, promotions, referral program, online chat with an operator.
\n![\"img\"](\"/images/deka/deka-app.jpg\") | \n![\"img\"](\"/images/deka/deka-loyalty-card.jpg\") | \n
|---|
“Middleware professionals used Corezoid technology that allowed us to launch the project super fast. The further maintenance, development and adding of the new features to the solution will not require much resources from the IT specialists”, – said Alexander Kupa, DEKA Chief marketing officer.
","frontmatter":{"date":"2021-12-01","title":"Based on Corezoid DEKA retail chain launched chatbot and integration with Apple Wallet, Google Pay","url":"corezoid-deka","description":"In November 2021, DEKA launched several new digital services for customers.","image":"/images/corezoid-deka.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-kyiv-city-administration","tags":["messenger","bot","hyperautomation","digital"]}}},{"node":{"fields":{"slug":"/blog/corezoid-kyiv-city-administration/"},"html":"![\"img\"](\"/images/corezoid-1551-hotline.jpg\") | \n
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25 November 2021. Kyiv City Administration launched the chat-bot in Telegram messenger for the 1551 hotline based on Corezoid technology.
\n![\"img\"](\"/images/1551-hotline-bot.png\") | \n
|---|
| https://t.me/Kontaktny_centre_1551_bot | \n
Chatbot allows to send a request to the Kyiv City Administration in one of the categories: utilities, transport, health, advertising, education, trade, sports, electronic services, social and pension security, veterinary medicine, construction and others. Citizens can attach a file or photo to each request to describe the problem in more detail.
\nEach application is assigned a unique number. As soon as Kyiv City Administration formulates a response to the application, the citizen receives relevant notification.
\nMiddleware technologies – Corezoid Process Engine and Sender Communication Engine allow to build chatbots for messengers, as well as set up live agent workplace for consultations via messengers: Viber, Telegram, Facebook, Apple Business Chat, Google Business Messages, widgets on websites and other channels that are convenient for citizens to use. Middleware solutions are used by the Government Contact Center, the Ministry of Digital Transformation (for the \"Diia\" contact center), the Ministry of Foreign Affairs, the Ministry of Finance, the Tax Service of Ukraine, Ukrainian Railways and other state-owned companies.
","frontmatter":{"date":"2021-11-25","title":"Kyiv City Administration launched the chat-bot for 1551 hotline based on Corezoid","url":"corezoid-kyiv-city-administration","description":"Chatbot allows to send a request to the Kyiv City Administration. Citizens can attach a file or photo to each request to describe the problem in more detail.","image":"/images/corezoid-1551-hotline.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"glovo-middleware-belarus","tags":["bot","telegram","government","messenger"]}}},{"node":{"fields":{"slug":"/blog/glovo-middleware-belarus/"},"html":"![\"img\"](\"/images/glovo-middleware-kazahstan.png\") | \n
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November 10, 2021, Minsk - Redwood. – Glovo express delivery service announced the start of cooperation with a technology partner Middleware Inc. (the USA) in Belarus. Glovo will use Corezoid Hyperautomation Engine technology to accelerate the integration of new partners in the country. Glovo and Middleware already have a history of successful cooperation in the markets of Ukraine, Kazakhstan and Kyrgyzstan.
\n“The demand for Glovo services is growing constantly. It is important for us to quickly connect new partners and expand delivery capabilities, considering the wishes of all Glovo users, – says Natalia Tarasevich, Business Development Manager of Glovo in Belarus, - Corezoid technology allows Glovo to integrate new partners fast.”
\nGlovo service was launched in Minsk on October 7, a week later – in Grodno and Gomel. More than a hundred restaurants have already been connected to the service, including McDonald’s, Salateira, EasySoup. Glovo accepts orders from retail chains and restaurants, gradually expanding its coverage.
","frontmatter":{"date":"2021-11-10","title":"Glovo announced the beginning of cooperation with a technology partner Middleware Inc. in Belarus","url":"glovo-middleware-belarus","description":"Glovo service was launched in Minsk on October 7, a week later – in Grodno and Gomel. More than a hundred restaurants have already been connected to the service.","image":"/images/glovo-middleware-kazahstan.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"glovo-middleware-kazahstan","tags":["retail","delivery","food","glovo","integration","digital","core","middleware"]}}},{"node":{"fields":{"slug":"/blog/corezoid-codebridge/"},"html":"![\"img\"](\"/images/corezoid-codebridge.png\") | \n
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October 13, 2021. Kyiv - Lisbon - Redwood. – This year WebSummit will take place on 1-4 of November in Lisbon (Portugal). Web Summit is one of the largest IT conferences in the world with more than 100,000 attendees.
\nMiddleware partner company Codebridge Technology will take part in the Web Summit conference. Codebridge was selected for the Web Summit as an ALPHA startup. This means that the team will have their own booth and the opportunity to present a project on stage.
\nCodebridge will showcase the “Knowledge Cloud” product, which was developed using Corezoid Process Engine technology. Knowledge Cloud is a modern knowledge management system designed specifically for legal and consulting companies.
\n“We created Knowledge Cloud for those who still use Sharepoint, Confluence or just folders on the corporate network. For those, who have been in the following situation: “Mmm… Who wrote a memo on constructive dividends 2 months ago? Was it Oksana or Alex? Oh, it was John and he left the company. Well, we’ll have to write a memo from scratch\". – For such companies the Knowledge Cloud was created,\" – said Codebridge Konstantin Karpushin.
","frontmatter":{"date":"2021-10-13","title":"Middleware partner company Codebridge will participate in Alpha Program during WebSummit Lisbon 2021","url":"corezoid-codebridge","description":"Codebridge will showcase the “Knowledge Cloud” product, which was developed using Corezoid Process Engine technology.","image":"/images/corezoid-codebridge.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"metro-google-pay","tags":["conference","cloud","hyperautomation","digital"]}}},{"node":{"fields":{"slug":"/blog/metro-google-pay/"},"html":"![\"img\"](\"/images/metro-google-pay/metro-corezoid.jpg\") | \n
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October 11, 2021. METRO company announced a successful integration of its METROBOT service with Google Pay. Previously, the company had completed an integration with the Apple Wallet.
\nThe implemented solution enables clients to add their METRO cards to Google Pay service and make the cards available quickly and easily at the checkout.
\n![\"img\"](\"/images/metro-google-pay/metro-google-pay-intro.jpg\") | \n
|---|
Now, after adding their METRO cards to Google Pay or Apple Wallet on smartphones, the clients can view their available bonuses, card numbers, current discounts, and special offers. Card information is updated automatically every day.
\n“We want our clients to be able to conveniently store their METRO cards in any digital wallet and maintain communication with the company. For that, we provide our clients with various card issuance channels and opportunities: a client is enabled to store a digital card in the METRO mobile app, in Apple Message chat bots, Viber, as well as partner mobile applications. Today we added Google Pay to the list. Clients can add their cards to Google Pay from the metro-cc website, from their mail-out, and at a shopping center having a QR-code scanned” – noted Maria Drabkina, Head of Client Base Management Department, METRO.
\nThe project is implemented based on the Corezoid Hyperautomation Engine technology in cooperation with Middleware company. The Corezoid platform is certified by Apple and Google for the use as a Messages Service Provider (MSP).
\nCard layouts:
\n![\"img\"](\"/images/metro-google-pay/metro-google-pay.jpg\") | \n
|---|
![\"img\"](\"/images/metro-google-pay/metro-apple-wallet.jpg\") | \n
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![\"img\"](\"/images/corezoid-glovo-apteka911.png\") | \n
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October 7, Kyiv - Glovo express delivery service and the \"Pharmacy 911\" website have announced the beginning of a collaboration. The main integration aim is to present all available on \"Pharmacy 911\" website products in Glovo application using Corezoid Hyperautomation Engine technology from Middleware (USA).
\nGlovo continues to develop express delivery service from supermarkets, goods from stores and medicines from pharmacies in the city. Today, the service has launched a partnership with the \"Pharmacy 911\" website, which includes 1,120 items in its database and works in 215 cities of Ukraine.
\n\"Pharmacy 911\" service displays in Glovo app the entire list of products available in 26 cities of Ukraine: Bila Tserkva, Boryspil, Cherkasy, Chernihiv, Chernivtsi, Dnipro, Brovary, Irpin, Bucha, Ivano-Frankivsk, Kharkiv, Kherson, Khmelnytsky, Kropyvnytskyi, Kryvyi Rih, Kyiv, Lutsk, Lviv, Odesa, Poltava, Rivne, Sumy, Ternopil, Vinnytsia, Zaporizhia and Zhytomyr.
\nTo order medicines, the Glovo app user needs to click the bubble \"Health and Beauty\", select \"Pharmacy 9-1-1\" and the relevant section (for example, \"Cold and flu\", \"Detoxifiers and sorbents\", \"Bathing and hygiene\") or use the convenient name search.
\nThe \"Pharmacy 911\" website integration with Glovo service has traditionally taken place using Corezoid cloud technology.
\n“One of the important goals of Glovo service is to constantly improve the user experience with the application, in particular in providing up-to-date information on the availability of items to order. To achieve this goal, we have been actively cooperating with Middleware for several years, not only in Ukraine, but also in some other countries where the Glovo service is present. Corezoid technology helps us to optimize the integration of new partners into Glovo. For example, new store activation takes only up to 5 minutes”, – said Dmytro Rasnovsky, General Manager of Glovo in Eastern and Central Europe.
\nCorezoid technology allows to download and update the full list of pharmacy products, prices in the customers' Glovo app without any additional personnel involvement. The speed of updating the items range depends on the number of connected locations and the presented item parameters. Also, the technology automatically updates data according to different product params in specific pharmacy every 6 minutes, and the whole assortment in all pharmacies connected to the service - every 30 minutes. This allows Glovo users to always see up-to-date information.
\nWhat does the connection of a new store to Glovo delivery service look like?
\nWhen connecting a new location to the Glovo platform using Corezoid, technical integration rules are discussed between the services. For example:
\n\"We are very pleased to work with Glovo and \"Pharmacy 911\", – said Olga Hudik, Middleware's CBDO. – We will continue to make every effort to resolve the complex technological challenges that enable our partners to grow.\"
","frontmatter":{"date":"2021-10-07","title":"Glovo started partnership with \"Pharmacy 911\" based on Corezoid","url":"corezoid-glovo-apteka911","description":"The main integration aim is to present all available on \"Pharmacy 911\" website products in Glovo application using Corezoid Hyperautomation Engine technology from Middleware (USA)","image":"/images/corezoid-glovo-apteka911.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-glovo-magnum","tags":["delivery","pharmacy","glovo","digital"]}}},{"node":{"fields":{"slug":"/blog/middleware-aws/"},"html":"![\"img\"](\"/images/corezoid-aws-linux-2.png\") | \n
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27 September 2021, Redwood. – Middleware Inc. (USA), the global technology company and developer of Corezoid Process Engine today announced it is joining the AWS ISV Accelerate Program. This program enables Middleware to help more customers work on digital transformation projects and drives adoption of AWS through significant value incentives.
\nThe AWS ISV Accelerate Program is a customer-centric, co-sell initiative for AWS Partners who provide software solutions that run on or integrate with AWS.
\nMiddleware Inc. is a technology company, the owner of AWS Financials Services Competency, that develops proprietary technologies Corezoid Process Engine, Deepmemo Rules Engine, Sender Communication Engine and Control.Events. These technologies help to put in life the concepts of hyperautomation as described by Gartner.
\n\"The AWS ISV Accelerate program will allow Middleware Inc. to work closely with AWS on joint business development and technology adoption globally, cooperate with AWS specialists to launch complex hyperautomation projects and to develop new products involving quantum computing technologies\", – said Middleware Founder & CEO Alexander Vityaz.
","frontmatter":{"date":"2021-09-27","title":"Middleware company joins AWS ISV Accelerate program","url":"middleware-aws","description":"The AWS ISV Accelerate Program is a customer-centric, co-sell initiative for AWS Partners who provide software solutions that run on or integrate with AWS.","image":"/images/corezoid-aws-linux-2.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"middleware-ntransformers","tags":["aws","hyperautomation","partnership"]}}},{"node":{"fields":{"slug":"/blog/middleware-ntransformers/"},"html":"![\"img\"](\"/images/middleware_ntransformers.png\") | \n
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September 13-th, Nijmegen – η!Transformers, a recently formed Dutch business technology venture, has established a partnership with Middleware Inc, a multinational technology company, to use Middleware technologies (which include: Corezoid Process Engine, Deepmemo Rules Engine, Sender Communication Engine and Control.Events) to drive successful digital transformation for their clients.
\nThe partnership aims to target the Nordic and Benelux markets and revolutionize event driven and messaging based solutions in specific business domains: Banking, Retail, Healthcare and Public Sector. Delivering bespoke future-ready composable software due to its ability to adapt rapidly to market's needs.
\nKey element is the Corezoid event processing platform, which is part of Mambu’s Core Banking platform. η!Transformers will not only develop software much faster than using traditional software development tooling, the tailormade applications will also be able to scale to large usage volumes extremely efficient, compared with other process-driven lowcode platforms. In addition, η!Transformers aims to build market-specific SaaS solutions with the Corezoid Process engine.
\nCorezoid is a market leader in event driven and messaging based software, with a proven client record in the world, including Mambu's Core Banking platform! For banks, spending a lot of money on mobile apps, this offers an interesting alternative: the very innovative mobile app approach of banking app functionality in existing messaging services like WhatsApp, Facebook messenger, Viber, Telegram, Apple Business Chat, Google Business Messages: much faster to build, less explanation needed for users, e.g., a win-win situation!
\nAernoudt Bottemanne, co-founder of η!Transformers, “We are very pleased to be the official Middleware Inc. representation in the Benelux and Nordics. The need for our clients to be adaptable for change, critically needed towards the future, requires the use of smart technology platforms to enable a composable application development approach. For customers this means the adoption of a combination of process and event driven tooling will be essential.”
\nSergii Danylenko, Middleware Inc's Partnership and Marketing Manager, indicates that \"η!Transformers team has a profound experience working on digital transformation projects in the Benelux and Nordics regions. We are looking forward to start working with η!Transformers as a part of our strategy of growing a global Partner network\".
\nWe help you deliver innovative new business (models) in a sustainable way, with great user experience, competitively priced, and: fast! The combination of our unique way of working (based on the Exponential Organizations approach (OpenEXO) together with our business and technology expertise and partnerships makes you run a different race! More information on website η!Transformers.
\nFor additional information, email aernoudt@ntransformers.com (+31 6 29565247).
\nFounded 2014, Middleware Inc is a Redwood California based multinational pioneer in complex event processing and messaging software.
\nCorezoid platform is used by companies like Western Union, METRO Cash&Carry, Philip Morris, Glovo, Mambu, Monobank, TBC Space Bank and others from different industries and regions of the world. Middleware is AWS Technology Partner (Financial Services Competency); Messaging Service Provider for Apple Business Chat and Google Business Messages, technology partner of Visa, Rakuten Viber, Fintech Farm.
\nFor additional information, email sdanylenko@corezoid.com (+19089554333).
","frontmatter":{"date":"2021-09-13","title":"η!Transformers partners with Middleware Inc","url":"middleware-ntransformers","description":"The partnership aims to target the Nordic and Benelux markets and revolutionize event driven and messaging based solutions in Banking, Retail, Healthcare and Public Sector.","image":"/images/middleware_ntransformers.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"middleware-citrus","tags":["digitaltransformation","processengine","development","programming"]}}},{"node":{"fields":{"slug":"/blog/middleware-citrus/"},"html":"![\"img\"](\"/images/middleware_citrus.png\") | \n
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September 8, 2021. – Middleware and Citrus announced the start of cooperation. Citrus will use Corezoid Process Engine (Corezoid.com) and Sender Communication Engine (Sender.mobi) technologies to build a system to communicate with customers and employees.
\nCitrus network includes 67 stores throughout Ukraine and Citrus.ua online shop. Company operates in a unique for Ukraine format of innovative entertainment centers with modern bright design, with an area of up to 2000 m². Citrus offers open access to gadgets, interactive virtual reality zones, electric vehicles and smart home devices.
\nCitrus targets active, advanced users of devices and gadgets: from headphones to laptops, from quadcopters to electric bikes. Citrus.ua online store is one of the e-commerce leaders in Ukraine.
\nOne of the top-priorities for Citrus is the development of digital services and channels. Clients can choose a convenient communication channel, such as Viber or Telegram messenger. Great customer experience is important for Citrus, so communication and transactions through digital channels should be convenient and simple.
\nUsing the Sender technology contact center employees will provide consultations to clients in the popular messengers Viber, Telegram. If the operator is unable to immediately resolve a customer's issue in the chat, he can create tickets to process customer requests later on.
\n“Low-code / no-code technologies help companies to increase the speed of adaptation of business processes to rapid market changes,” – said Pavel Berezin, Chief Digital Transformation Officer. Every day more and more companies are challenged with the need for simple interfaces without business logic, and the processes themselves must be flexible and manageable without a deep understanding of programming. We are confident that Corezoid is one of the best platforms for digital transformation projects. \"
\nCitrus created a digital store in Telegram, that allows customers to purchase the goods and pay with a card using popular acquiring systems. Citrus also started issuing digital cards directly to Google Wallet and Apple Passkit. Corezoid technology is certified by Apple and Google as a Messages Service Provider to work with Apple Business Chat and Google Business Messages.
","frontmatter":{"date":"2021-09-08","title":"Middleware and Citrus announced the beginning of cooperation","url":"middleware-citrus","description":"Citrus will use Corezoid Process Engine (Corezoid.com) and Sender Communication Engine (Sender.mobi) technologies to build a system to communicate with customers and employees.","image":"/images/middleware_citrus.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-shtrafyua","tags":["sender","telegram","viber","bot","hyperautomation"]}}},{"node":{"fields":{"slug":"/blog/corezoid-shtrafyua/"},"html":"![\"img\"](\"/images/corezoid_shtrafi.png\") | \n
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September 1, 2021. – Payment and information service for Ukrainian drivers Shtrafy.ua and Middleware company (USA) announced the beginning of cooperation. Using the Corezoid bot platform, Shtrafy.ua has developed a solution to notify users of new fines for traffic rules violations. In Shtrafy.ua mobile application, you can now enable the setting “send notifications about the new fines to Telegram messenger”.
\n“The next step will be to add other channels for notification about fines, for example, Facebook Messenger, Viber and others. This will allow our users to quickly and conveniently receive messages about fines, wherever they are. The risk of missing the fine will be reduced drastically,” – says Denis Dmitrov, CEO of Shtrafy.ua.
\nPayment and information service Shtrafy.ua helps to control the process of monitoring and paying fines for violation of traffic rules, and also provides a guarantee of their repayment.
\nAccording to research by the Shtrafy.ua team, about 70% of drivers who do not pay fines lose their protocols, lack time or simply forget about the fines. Also, sometimes the money for paying the fine for various reasons is not credited to the account of the state body, which the drivers find out about too late.
\nShtrafy.ua is useful for the Ukrainian state, as it helps to increase the volume of payments to the budget. With the help of the service in 2020, fines were paid in the amount of more than UAH 52 million. The money for the payment of fines is credited to the official bank account of the main department of the State Treasury Service of Ukraine. Users receive an official receipt for payment of the fine.
\nShtrafy.ua constantly creates innovative solutions, taking care of comfortable and quick debt repayment by drivers. Shtrafy.ua are active in the field of creating a culture of safe driving in the country. In July, the service announced a solution for business, which allows you to check and evaluate the safety culture of driving in the organization for free for two weeks by referring to the link https://b2b.shtrafy.ua/.
\nShtrafy.ua service was created with the State and donor support of the Ministry of Internal Affairs of Ukraine, the Ministry of Digital Transformation of Ukraine, the Ministry of Infrastructure of Ukraine, USAID, UKAID, Eurasia Foundation, Eastern Europe Foundation. The app was released in early September 2016 as part of the 1991 Open Data Incubator. After the launch, the solution entered the top 10 free applications in the \"Finance\" section of the Ukrainian App Store.
\nThe solution for notifications about fines in Telegram is based on Corezoid Process Engine technology developed by Middleware. Corezoid bot platform supports Apple Business Chat, Google Business Messages, Viber, Telegram, Facebook messenger, WhatsApp for Business, Sender and any other platforms with open APIs.
","frontmatter":{"date":"2021-09-01","title":"Based on Corezoid Shtrafy.ua launched Telegram alerts about traffic violation tickets","url":"corezoid-shtrafyua","description":"Using the Corezoid bot platform, Shtrafy.ua has developed a solution to notify users of new fines for traffic rules violations.","image":"/images/corezoid_shtrafi.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"corezoid-lugera-partnership","tags":["telegram","bot","hyperautomation","digitaltransformation"]}}},{"node":{"fields":{"slug":"/blog/corezoid-lugera-partnership/"},"html":"![\"img\"](\"/images/corezoid-lugera.png\") | \n
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25 August 2021. – Middleware Inc. (the USA) announced the beginning of cooperation with Lugera Ukraine, the company for the search, training and outsource management of the personnel.
\nLugera Ukraine will use Corezoid Hyperautomation Engine (Corezoid.com) technology for its business.
\n“Corezoid Process Engine technology developed by Middleware is best-of-breed, – said Anastasia Shevchenko, General Manager of Lugera Ukraine. – We are confident that our clients will be able to use Corezoid for digital transformation projects. Digital innovations are among top-priorities of the Lugera Group”.
\nExamples of the use-cases of Corezoid-based solutions for HR include chat bots to control the movement of candidates along the recruitment funnel, hints for employees in the office via QR codes, onboarding of new employees in a convenient format, gamification in the chatbot, all kinds of employee polls, employee NPS (Net Promoter Score), career path and others.
\nCorezoid technology can be used in SaaS mode on Corezoid.com web-site or accessed through major global cloud marketplaces: AWS Marketplace, Alibaba cloud, Google Cloud Platform Marketplace, Microsoft Azure. Corezoid is used by leading financial and retail companies worldwide: Western Union, Visa, Rakuten Viber, Mambu, Glovo, METRO Cash&Carry, Philip Morris, TBC Space Bank.
","frontmatter":{"date":"2021-08-25","title":"Middleware announced the beginning of partnership with Lugera Ukraine","url":"corezoid-lugera-partnership","description":"“Corezoid Process Engine technology developed by Middleware is best-of-breed, – said Anastasia Shevchenko, General Manager of Lugera Ukraine. – Digital innovations are among top-priorities of the Lugera Group”.","image":"/images/corezoid-lugera.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"elcore-cloud-middleware-partnership","tags":["hr","bot","digitaltransformation","digitalcore"]}}},{"node":{"fields":{"slug":"/blog/corezoid-raiffeisen/"},"html":"![\"img\"](\"/images/corezoid_raiffeisen.png\") | \n
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Redwood, California. 17th August 2021. – Middleware Inc. (USA) announced the beginning of cooperation with Raiffeisen Digital Bank, a brand of Centrobank AG (RCB) (Vienna, Austria). RCB will use Corezoid Hyperautomation Engine technology developed by Middleware to Launch new fully digital financial services in Polish market.
\nRCB is part of RBI Group which is a leading banking group in Central and Eastern Europe (CEE) with more than 30 years of experience in the region. Raiffeisen covers Austria and 13 markets in CEE with subsidiary banks. No other banking group has a larger market coverage in Central and Eastern Europe. Raiffeisen seeks sustainable customer relationships and serves already 16.8 million clients. Raiffeisen is regularly awarded as “Best Bank in CEE“ by leading international financial publications. Raiffeisen ranks among the TOP-5 banks in twelve CEE-countries.
\nRCB stands for state-of-the-art digital banking. RBI was the first Austrian commercial bank offering a fully digitized account opening, e-banking application, as well as KYC-process.
\nCorezoid Hyperautomation Engine is used by many banks worldwide to create a “digital core” of the company. Corezoid will let RCB to build API-based processes driven by real-time events, solve integration challenges, and automate workflows. Both business analysts across business units and skilled IT-engineers can leverage the platform. Corezoid combines the features of such software as Integration platform, API-orchestration, low code, iBPMs, CRM, Campaign management. Gartner research company doesn’t have a quadrant for Corezoid. Enterprise challenges that can be solved with Corezoid are described by Gartner in their research on global “hyperautomation” trend.
\nCorezoid technology can be used in SaaS mode on Corezoid.com web-site or accessed through major global cloud marketplaces: AWS Marketplace, Alibaba cloud, Google Cloud Platform Marketplace, Microsoft Azure. Corezoid is used by leading financial and retail companies worldwide: Western Union, Visa, Rakuten Viber, Mambu, Glovo, METRO Cash&Carry, Philip Morris, TBC Space Bank.
","frontmatter":{"date":"2021-08-17","title":"Middleware company announced the start of cooperation with new fintech brand - Raiffeisen Digital Bank","url":"corezoid-raiffeisen","description":"Raiffeisen Central Bank will use Corezoid Hyperautomation Engine technology developed by Middleware to Launch new fully digital financial services.","image":"/images/corezoid_raiffeisen.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"elcore-cloud-middleware-partnership","tags":["bank","fintech","digitaltransformation","digitalcore","hyperautomation"]}}},{"node":{"fields":{"slug":"/blog/foxtrot-krechetovych-interview/"},"html":"![\"img\"](\"/images/foxtrot-crm/eugene-krechetovych.jpg\") | \n
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| Eugene Krechetovych, Foxtrot Head of CRM | \n
Before Foxtrot I worked in the banking sector, at Ukrsibbank. At some point I got bored, and coincidentally at the same time I received an offer from Foxtrot to build a CRM. I agreed.
\nYes. It was a shock. Foxtrot had a crazy pace of work, a million tasks that needed to be processed simultaneously. Nobody set you priorities. I had to work on the challenges that myself considered important.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-store.jpg\") | \n
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I joined Foxtrot in 2015. In the beginning, there was me and 2 other people who were developing a loyalty program. At that time, the loyalty program already existed, but it wasn’t digital: with paper questionnaires, lack of goals and incomprehensible processes.
\nCashiers rarely asked clients if they had plastic Foxtrot loyalty cards. We didn’t have any personal offers, product recommendations, or promos with bonuses in the receipts. In fact, there was some kind of “loyalty program engine”, which wasn’t used properly. And customers were reluctant to use their cards. Clients did not have personal accounts on the web-site, they couldn’t view the purchase history. The team and I had to create all this from scratch.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-team.jpg\") | \n
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We started by creating a single contact file. The problem was that Foxtrot had many separate data sources. Paper forms, website registrations, calls to the contact center, etc. It took us 6 months to integrate the systems with each other and get a single customer contact file.
\nAlso an important achievement at that time: Foxtrot was the first company in our industry to fully digitize the loyalty card. We linked it to a mobile phone number, and got rid of the plastic cards.
\nThen we started to move towards the personalization of Foxtrot offers. Previously, 100% of our income came from promotions across the entire database. Now 80% of all communications are event-triggered: they are sent to a specific person after his certain actions in the Foxtrot ecosystem.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-customers.jpg\") | \n
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We started using Corezoid, when decided to launch a chatbot. Foxtrot had a growing volume of orders and purchases. And we wanted to transfer service communications with customers to a new channel. Together with Corezoid team we launched the chatbot quickly, literally in 1 month. And now we are developing its functionality. Our chatbot is not intended to annoy the clients with notifications. Chatbot's main function is to let the client check the status of orders, the number of bonus points, and so on. When the bot tracks the uncompleted intent, it proactively recommends useful actions.
\n\n\nTogether with Corezoid team we launched the chatbot quickly, literally in 1 month
\n
The client can view his electronic receipt, electronic guarantee, add the loyalty card to the Google Wallet or Apple Passkit wallet, make payments directly in the chatbot. We track the actions of the user and highlight the necessary sections of the menu, depending on the context: are there active orders, bonuses, promotional coupons.
\nClients have intentions, why they launch the chatbot. They have a purpose. For example, if there is an active order, the customer probably wants to check its status. If a person has accumulated a lot of bonuses, he or she probably wants to spend them. People respond well to such a personalized approach.
\n![\"img\"](\"/images/foxtrot-crm/fortrot-personalized-approach.jpg\") | \n
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For us, the growth of the active base, the frequency of purchases, and customer retention are important. We also look at the number of participants in the loyalty program. “FoxFun” now has 11.6 million members. This is one of largest loyalty programs among all the retailers in Ukraine.
\nThe active client base is 2.6 million people – these are people who make purchases with us every year. 90% of customers use their bonus cards and 75% make repeat purchases.
\nThere is also such a metric as a decrease in the number of calls to the contact center after the client has used the chatbot. Of course, we track the results of sales after communications from our side: we work with abandoned carts, views, coupons. Foxtrot Viber bot has over 400,000 subscribers and we continue to grow. I think by the end of this year we will become the leader in retail in terms of the number of subscribers in the chatbot.
\n\n\nFoxtrot Viber bot has over 400,000 subscribers and we continue to grow. I think by the end of this year we will become the leader in retail in terms of the number of subscribers in the chatbot
\n
In addition to Viber, we also have a bot in Telegram, the functionality is the same there, but Viber has more coverage in Ukraine.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-chatbot.jpg\") | \n
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| Foxtrot chat-bot in Viber https://chats.viber.com/foxtrotinfo_bot | \n
The existing team consists of 4 employees with a deep knowledge and expertise in the implementation of the complex projects. Now we are actively developing a partner network, collaborations with retailers, gas stations.
\nWe recently launched an e-guarantee, an e-check in a chatbot. We launched the ability to add a Foxtrot card to Apple, Google wallets, and immediately see the balance of bonuses on the card. This was done really quickly, within 1 week. We launched dynamic pricing, product comparison.
\nWe also develop an important social partnership and provide targeted assistance in the form of discounts. We already have a successful experience of cooperation with the Ukrainian Association of ATO Participants \"Ukrainians United!\" using a social card of ATO participants, which gives the right to receive a discount of up to 10%. Also this year the public organization “UTOG” was connected to the social program as well.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-tvs.jpg\") | \n
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At Foxtrot we can experiment quickly enough: 1-2 weeks from idea to launch. Any link that a person clicks on Foxtrot.ua web-site, any left contact from a home computer, phone or tablet – all this is linked into a single client profile. Based on the client's behavior, we have the ability to build assumptions and quickly test ideas by launching communication in different channels: push, Viber, sms, e-mail, etc.
\nI can tell you about the general principles. For example, personalization of the user experience works much better than any promotional emails. That is, analyzing a person's behavior on the site, we highlight interesting categories for him, products, possibly with personalized prices, promo codes.
\nIn Foxtrot we have implemented a mechanism that takes into account profitability targets and updates prices for goods every 30 minutes, offers supplementary accessories, etc. This approach has helped to significantly increase, for example, sales of accessories. Both on the website and in the offline point of sale, we offer clients the same kits. This way, shop assistants don't need to think about which products are sold well together.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-store-indoor.jpg\") | \n
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\n\nIn Foxtrot we have implemented a mechanism that takes into account profitability targets and updates prices for goods every 30 minutes, offers supplementary accessories, etc.
\n
We are launching a referral program so that people can invite friends for a reward. Also we want to add gamification rules to “FoxFan”. We have already built pragmatic things: bonuses, discounts, coupons. Now we want to add emotions to our CRM activities.
\nCRM is hard work. CRM does not appear in the company at once. It is impossible to “buy” a CRM. It is important that the person who develops a CRM does not give up. He must draw for himself the perfect picture and strive for it. This story is not about one month. Sometimes TOP-managers think: \"If we buy a CRM, it will fly.\" It will not. Without people who work on CRM every day, constantly test assumptions, neither CRM works. It is impossible to “implement” CRM and rest happy. You have to live it every day.
\n![\"img\"](\"/images/foxtrot-crm/foxtrot-cashback.jpg\") | \n
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\n\nCRM does not appear in the company at once. It is impossible to “buy” a CRM.\nIt is impossible to “implement” CRM and rest happy. You have to live it every day
\n
I rely upon the recommendations. It is important that someone vouches for a person. Candidates must be full of energy and desire to change something in this world. Not all the ideas will work eventually, however, the candidate should be a fountainhead. Plus he needs to have a strong discipline to put ideas in life.
\nThe technology market is very vibrant. The situation changes every day. Competitors are constantly coming up with new ways to engage customers. Fortunately, at Foxtrot we are able to react quickly to market changes. Compared to the banks where I worked before, we just have a space speed. In the bank, I remember that it could take 6 or 7 months from idea to implementation. At Foxtrot, our hands are free. We think, count, and quickly launch activities to test our assumptions in production. To some extent, quarantine helped us here. We managed to test about 80 different cases, mechanics in the field of CRM.
\nYou don’t need many people to work effectively with Corezoid. We have 2 people in Foxtrot, who are working with Corezoid. They build Corezoid-based solutions both for external Foxtrot clients and for Foxtrot employees, for example, HR-processes.
\nI can recommend “Sapiens. A Brief History of Humanity ” by the Israeli historian Yuval Noah Harari. As a kid I loved adventure novels by Jules Verne with all those amazing inventions.
","frontmatter":{"date":"2021-08-05","title":"Eugene Krechetovych, Foxtrot Head of CRM: “You can’t buy a magic CRM. You need to live it everyday”","url":"foxtrot-krechetovych-interview","description":"Foxtrot Viber bot has over 400,000 subscribers and we continue to grow.","image":"/images/foxtrot-crm/eugene-krechetovych.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"metro-crm-interview","tags":["viber","chatbot","crm","retail","foxtrot","digital"]}}},{"node":{"fields":{"slug":"/blog/western-union-and-monobank-launched-money-transfers/"},"html":"![\"img\"](\"/images/mono-wu.png\") | \n
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Early in 2021, monobank announced the launch of Western Union international money transfers service. Using the monobank mobile application, you can send or receive money in a few clicks. The project was launched on the basis of Corezoid Process Engine in cooperation with Middleware Inc. (USA), a technology partner of monobank and Western Union.
\nIn 2020 $2.7 billion was transferred to Ukraine through the money transfer systems. Most of the remittances came from the USA, Italy, Israel, Russia and Germany. For many years Western Union has been the market leader for international money transfers to Ukraine with a market share of more than 60%. Western Union goes significantly ahead of its closest competitors MoneyGram (24%), RIA (10%) and INTELEXPRESS (5%).
\nBy mid-2021, monobank serves almost 4 million customers, and Western Union money transfers in the monobank mobile application are one of the most popular services offered by the bank.
","frontmatter":{"date":"2021-07-05","title":"monobank launched Western Union money transfers based on Corezoid Process Engine","url":"western-union-and-monobank-launched-money-transfers","description":"Having created an online money transfer service based on Corezoid Process Engine, Western Union goes significantly ahead of its closest competitors.","image":"/images/mono-wu.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"pumb-begunov","tags":["westernunion","wu","moneytransfer","monobank","development"]}}},{"node":{"fields":{"slug":"/blog/boubyan-apple-business-chat-with-corezoid/"},"html":"![\"img\"](\"/images/boubyan-apple-business-chat.png\") | \n
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Kuwait, 16 June, 2021 – Boubyan bank announced that it has become available to customers via Apple Business Chat. Apple Business Chat is a new way for people to communicate with businesses using the Messages app on iPhone, iPad, Mac, and Apple Watch.
\n“Apple Business Chat is a powerful and attractive channel of direct communication with our clients, – says Abdullah Al Najran Al Tuwaijri, CEO Private, Consumer & Digital Banking. Many of our clients use iPhone. Apple Business Chat makes communication with Boubyan Bank as easy as exchange of messages with family and friends”.
\nCustomers of Boubyan bank can use Apple Business Chat to receive all financial and non-financial messages and transactions alerts anywhere in the world without the need for a SIM card, they just need to have an internet connection. Registered users will also be able to securely get information about the hold reasons, information about the next salary date within their organisation, information about Corona safety measures, brokerage service, the benefits of platinum account and payment service, the saving profit rates on premium accounts, the rules and limits of international transfers, how to open new account for kids – the conversation is handled by our digital assistant, Msa3ed. Customers can also check the currency exchange rates and locate the nearest branches. As a bonus, customers can send math queries (for example, 58*57) and get the reply: 3.306 (just in case someone needs).
\nAlso customers can communicate with a bank representative in real time to ask a question. To launch Apple Business Chat, customers can click the \"Apple” Messages\" icon on the Boubyan bank website or mobile app and a conversation with a Boubyan bank representative will instantly open in the Apple Messages app.\nApple Business Chat is available for users and businesses worldwide on all Apple devices (1.65 billion active devices).\nApple Business Chat is integrated with native iOS features, services, and Messages app. With Apple Business Chat, customers can seamlessly and securely use the familiar Apple Maps, Apple Pay, Calendar, Spotlight, and Wallet to deliver efficient customer service that feels personal and meaningful.\nThe project was implemented on the basis of Corezoid Hyperautomation Engine technology in cooperation with the US company Middleware. Corezoid has been registered with Apple as a Messages Service Provider (MSP) for registering businesses with Apple Business Chat.
\n“In addition to Apple Business Chat, Corezoid Bot Platform supports working with Google Business Messages, Viber, Telegram, Facebook Messenger, WhatsApp for Business, Line, Sender and any other open API platform. Working with instant messengers is a good first step to build a “digital core” of a company based on Corezoid”, – says Max Bondar, Chief Product Officer at Middleware.
","frontmatter":{"date":"2021-06-22","title":"Boubyan bank is now available on Apple Business Chat","url":"boubyan-apple-business-chat-with-corezoid","description":"Customers of Boubyan bank can use Apple Business Chat to receive all financial and non-financial messages and transactions alerts anywhere in the world","image":"/images/boubyan-apple-business-chat.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"metro-russia-apple-business-chat-with-corezoid","tags":["boubyan","fintech","apple business chat","messages","apple","chat","bot"]}}},{"node":{"fields":{"slug":"/blog/metro-crm-interview/"},"html":"![\"img\"](\"/images/metro-crm/marina-voloshyna-1.jpg\") | \n
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| Marina Voloshyna, Head of CRM METRO Cash&Carry Ukraine | \n
I came to METRO from such a beautiful sphere as the cosmetic business. Until 2017, I worked at Yves Rocher for 5 years. I had a feeling that I wanted to change something in my career, and I gladly joined the METRO team.
\nIn just a few weeks I needed to develop and approve a new CRM strategy. The first thing we did was the update of the features of the Viber bot, which we built on Corezoid. We achieved good results. Today issuing METRO card in a Viber bot is the most popular registration method among B2C clients. And this is despite the fact that we did not do any enhanced communication to promote the chatbot. We simply put information about the chatbot in METRO shopping centers.
\n![\"img\"](\"/images/metro-crm/metro-viber-bot.jpg\") | \n
|---|
| METRO chatbot in Viber | \n
\n\nToday issuing METRO card in a Viber bot is the most popular registration method among B2C clients
\n
We focused on analyzing the customer base and working with segments. It became clear that if a person made one purchase in METRO, he still cannot be called a “client” of METRO. It could very well have been just one random purchase. Our task was to make sure that people make a second purchase and become regular customers.
\n\n\nOur task was to make sure that people make a second purchase and become regular customers
\n
Yes. Using Corezoid we adjusted the communication rules during customer’s life cycle and significantly increased the conversion into repeat purchases at METRO. The true relationship with the client starts after the second purchase. We have updated the design and functionality of the Viber bot, added purchase history, wishlists, and promotions.\nMy friend recently told m\ne: “Now I can go to METRO carrying only my smartphone. I have both payment cards and a METRO card in my phone. I no longer need to carry any plastic with me.\" We also started building a loyalty program in METRO Cash & Carry based on Corezoid.
\n\n\nUsing Corezoid we adjusted the communication rules during customer’s life cycle and significantly increased the conversion into repeat purchases at METRO\nWe also started building a loyalty program in METRO Cash & Carry based on Corezoid
\n
Rather, there is an atmosphere of work in the international environment. METRO does not seek to create any kind of “German” or “French” corporate culture. Rather, it is about creating an “international community”. For example, our previous CEO Tino Zeiske is a German who worked for a long time in China, in Japan, then he came to Ukraine. Can we say that he carries a purely German culture? No. He is already such a man of the world.
\nMETRO has many corporate IT solutions. In some countries 90% of METRO clients are in HoReCa space, while in others – it is only 30%. And it is difficult to make a universal IT solution for all business segments. Also we need to account for the differences in legislation and compliance rules. Therefore, we are either given a flexible corporate-wide solution where we can customize our parameters or we are allowed to work with local IT vendors.\nBoth approaches have their pros and cons. For example, to work with cash registers, we use not the 1C, but the internal METRO corporate solution. This solution is very secure and our IT team is proud of it. However, we were not able to integrate it with external software for loyalty programs. I think this is generally such a dilemma of the digital age: You have to find a balance between convenience and safety.
\n![\"img\"](\"/images/metro-crm/marina-voloshyna-2.jpg\") | \n
|---|
\n\nI think this is generally such a dilemma of the digital age: You have to find a balance between convenience and safety.
\n
Yes. We have created in-house our own processing system for the segmenting of the clients every quarter, and the application of discounts and distributing bonus points.
\nAll international companies have a decision-making process in terms of IT. You need to queue up to get the technology you need. This queue is usually based on turnover, business priorities, etc. Unfortunately, in terms of priorities, Ukraine often finds itself somewhere in the middle or in the tail. In this case we addressed the HQ and said: \"We know how to build a loyalty system on our own, locally.\" And the reply was: “Ok. Go and build it.”
\n\n\nCorezoid helped us a lot to build a loyalty program
\n
Corezoid helped us a lot to build a loyalty program. All global companies have the pain of system integrations. When building a loyalty program, you touch many systems at once.
\nFor example, you need to take into account the customer's turnover, parse the receipts and apply different rules to regular and excise goods. METRO customers with the highest status in the loyalty program have access to a special covered parking area. And this parking lot has its own access system. And there is also the METRO- owned delivery site https://shop.metro.ua/ua/.
\nAnd this is a challenge for any corporation: how to make all these systems talk to each other, if they have to interact within one business process of a loyalty program? And I can say that without Corezoid we would not have solved such integration problems. We used Corezoid as the integration platform for METRO. Corezoid collected data from corporate systems and made necessary synchronisations with systems of external partners.
\nAt some point, in addition to providing personalized discounts, we decided to introduce elements of gamification. When playing quizzes and other games, customers had to make an effort to get their discount. This approach worked. The conversion differed from the standard one by 4 (!) times. This is the economy of emotions in action.
\n\n\nThe conversion differed from the standard one by 4 (!) times
\n
We launched a quiz to test the knowledge of our own METRO trademarks. METRO brands have an interesting geography. Even I did not know everything, for example, about coffee, in which countries it grows, where it is further processed. But after completing the quiz, you already understood how perfectly selected and high-quality products we have in METRO.
\nI have a great team. It is young and active. Our CRM division has 4 departments. There is a department that works with the client base and develops algorithms for client segmentation. We often do promo-campaigns with METRO suppliers. Sometimes METRO Partner says: “I am launching a new product, and I want you to inform all the people who are already loyal to our brand”. Definitely, we are happy to plan such CRM activities.
\n![\"img\"](\"/images/metro-crm/crm-team.jpg\") | \n
|---|
| METRO Cash&Carry CRM Department team | \n
CRM is all about 2 things: tell the client that we know him and show the client that we love him. So we need to be able to tell people the right things at the right time.
\nWe have a very interesting segment that crystallized even better during the pandemic. These are the culinary fans. Sometimes our clients publish such delicious Instagram stories! I remember recently there was a post about avocado frozen in cubes. By the way, we ourselves at METRO maintain an active Instagram account with 141,000 subscribers.
\n\n\nWe try to digitize the customer journey as much as possible
\n
Another group in my team works on the loyalty program. We try to digitize the customer journey as much as possible. These people are also using Corezoid to develop the Viber chatbot and manage communication in the customer lifecycle.
\nThe fourth department in the CRM is responsible for market research, data exchange with Nielsen. At METRO we study everything: from brand image to perception of us at the price level. Before COVID-19, we allocated 90% of the budget for the scheduled research and 10% for ad-hoc requests. But needless to say that during the pandemic, it all turned into 50/50. Half of the surveys we do are ad-hoc, since no one knows where the pandemic will lead us.
\nWe can see the significant growth in online sales this year. There are interesting trends that we’d like to research in more detail to better understand the portrait of online buyers.
\nNot as much as we would like. I think up to 10 people.
\nI have a little toy poodle Lolita. She even has her own Instagram account. We initially selected a dog according to certain criteria. She had to be small, smart, and leave no fur in the house. Not many breeds fit these criteria. Toy poodles are popular in Asia, there is a boom for this breed. And in Ukraine toy poodles are rare. When we go out for a walk, everyone says: \"What a beautiful puppy!\" Lolita weighs 2.5 kg, but she is no longer a puppy, in fact.
\n![\"img\"](\"/images/metro-crm/lolita-poodle.jpg\") | \n
|---|
| Lolita toy poodle | \n
My hobby for the next 2 years is getting a master's degree and learning the textbooks :) Last year I started studying at the Institute of Postgraduate Education of T.G.Shevchenko to get my degree in psychology. Now I am writing my course paper, which will later become a diploma. The topic of my research is how to organize psychological support for employees. The issue of emotional burnout at work is now very relevant all over the world.
\nI can recommend the book “I want. I Can. I must.\" by Marina Melia, who is a couch and a consultant. The language of the book is simple and beautiful. It has 200 pages, but it’s easy to read over the weekend.
\n![\"img\"](\"/images/metro-crm/book-1.jpg\") | \n
|---|
| “I want. I Can. I must.\" by Marina Melia | \n
In my childhood, I was strongly influenced by the book “Timur and His Team”. This is a book about noble values, especially when it comes to team building.
\n![\"img\"](\"/images/metro-crm/juliette-binoche.jpg\") | \n
|---|
| Juliette Binoche, French actress | \n
Talking about cinema, I like European movies, in particular, the films with Juliette Binoche. Also I admire Isabelle Huppert. She is almost 70 years old, but her recent roles are amazing. I am interested from the point of view of psychology, what a life she should be living in order to be such an interesting person in movies.
","frontmatter":{"date":"2021-06-15","title":"Marina Voloshyna, Head of CRM METRO Cash&Carry Ukraine: \"We are managing 570,000 clients in Viber-chatbot based on Corezoid\"","url":"metro-crm-interview","description":"","image":"/images/metro-crm/marina-voloshyna-1.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"uz-corezoid-interview","tags":["card","metro","digital","chatbot","crm","botplatform","messenger"]}}},{"node":{"fields":{"slug":"/blog/elcore-cloud-middleware-partnership/"},"html":"![\"img\"](\"/images/elcore-cloud-logo.png\"){kind=logo} | \n
|---|
Elcore Cloud announced the signing of a partnership agreement with Middleware Inc. company (the USA), developer of the proprietary technologies Corezoid Process Engine, Sender Communication Engine, Deepmemo Rules Engine, Control.Events.
\nIn addition to the existing portfolio, Elcore Cloud will have the opportunity to provide Licenses for the use of Middleware technologies to partners in Ukraine, Moldova, Belarus, Kazakhstan, Uzbekistan, Mongolia, Armenia, Georgia, Azerbaijan.
\nEvgeny Pogrebnyak, Director of Elcore Cloud, said: “Based on the multicloud strategy, our company has formed a portfolio of TOP-3 global cloud providers. We are now ready to comprehensive business solutions as well. To make life easier for our partners and clients and to ensure effective work on projects for top management, marketing, DevOps, security and system administrators, we have signed a contract with Middleware”.
\n“Elcore Cloud has deep expertise in the architecture of AWS, Microsoft Cloud, Google Cloud and will be able to help Middleware clients in deploying and supporting Corezoid, Sender, Deepmemo on any cloud platforms,” – said Max Bondar, CPO of Middleware.
\nElcore Cloud's staff includes certified technical and service specialists, so that the company can offer customers a wide range of services, ensuring rapid deployment of solutions, quality service, as well as technical support and consulting.
","frontmatter":{"date":"2021-06-09","title":"Elcore Cloud and Middleware Inc. announced partnership","url":"elcore-cloud-middleware-partnership","description":"Elcore Cloud has deep expertise in the architecture of AWS, Microsoft Cloud, Google Cloud and will be able to help Middleware clients in deploying and supporting Corezoid, Sender, Deepmemo on any cloud platforms","image":"/images/elcore-cloud-logo.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"datrics-corezoid-interview","tags":["digital","core","development","partnership","transformation","elcore","retail"]}}},{"node":{"fields":{"slug":"/blog/corezoid-glovo-magnum/"},"html":"![\"img\"](\"/images/glovo/corezoid-glovo-magnum.png\") | \n
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June 7, 2021, Nur-Sultan. – Glovo express delivery service continues to onboard new delivery points in Kazakhstan together with its technology partner, Middleware (the USA). Using Corezoid Hyperautomation Engine technology, Glovo integrated delivery services for the supermarket chain Magnum Cash & Carry (Magnum.kz) in Kazakhstan. Previously Glovo started delivering pizza from Papa John’s restaurants chain. Also Glovo and Middleware already have a history of successful cooperation in Ukraine.
\n“Magnum is the number one retail chain in Kazakhstan. 3 million people shop at Magnum every year. As a part of the company's technology transformation strategy, we are developing our digital channels to serve the customers. In 2020, we launched our own delivery service for grocery and non-grocery products based on the MagnumGo mobile application. With the help of our service, customers have an option to buy goods that may be delivered during the day and the day after. Thanks to our partners from Glovo, we also made it possible to receive goods from the supermarkets using the fast delivery within an hour”, – says Olga Novitskaya, head of e-commerce at Magnum.
\n“When you capture a new market, it's important to do it fast. The speed of connecting new delivery points and the ability to quickly experiment with business processes, set assumptions and find the most effective solutions are important for me”, – says Karim Boguspaev, general manager Glovo Kazakhstan.
\nToday, Glovo is used by more than 1.8 million people worldwide monthly, and the number of associated partners reaches 25,000. Glovo delivery service operates in 298 cities across 22 countries in Europe, Africa, Central and South America.
","frontmatter":{"date":"2021-06-07","title":"Glovo launched delivery from Magnum Cash & Carry in Kazakhstan based on Corezoid","url":"corezoid-glovo-magnum","description":"When you capture a new market, it`s important to do it fast. The speed of connecting new delivery points and the ability to quickly experiment with business processes, set assumptions and find the most effective solutions are important for me","image":"/images/glovo/corezoid-glovo-magnum.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"glovo-rasnovsky-corezoid","tags":["delivery","magnum","glovo","digital","core","kazakhstan"]}}},{"node":{"fields":{"slug":"/blog/trigger-cards-patent/"},"html":"1 June 2021, Redwood, California. – Middleware Inc. received the confirmation for the issuance of the patent №20190019182 for Trigger.Cards technology in the USA. The patent is titled “System and Methods for a Resource-Saving Exchange Protocol Based on Trigger-Ready Envelopes Among Distributed Nodes”.
\nTrigger.Cards technology lets you build a distributed network for the secure interaction between people, companies and any software. Some possible use-cases of the Trigger.Cards: smart-contracts, distributed messengers, payments.
\n![\"img\"](\"/images/trigger-cards/trigger-cards-1.png\") | \n
|---|
| Trigger.Cards technology allows to separate triggers (external events) and executable algorithms. | \n
![\"img\"](\"/images/trigger-cards/trigger-cards-2.png\") | \n
|---|
| The node is waiting for external signals\\triggers. Upon receiving the signal, the node opens the envelope and launches the algorithm described inside. | \n
Source: USPTO.
","frontmatter":{"date":"2021-06-01","title":"Middleware Inc. received patent \"System and Methods for a Resource-Saving Exchange Protocol Based on Trigger-Ready Envelopes Among Distributed Nodes.\"","url":"trigger-cards-patent","description":"Trigger.Cards technology lets you build a distributed network for the secure interaction between people, companies and any software. Some possible use-cases of the Trigger.Cards: smart-contracts, distributed messengers, payments.","image":"/images/trigger-cards/trigger-cards-1.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"middleware-patented-share-credit-card-technology","tags":["trigger","cards","patent","smart-contracts","distributed","messenger"]}}},{"node":{"fields":{"slug":"/blog/uz-corezoid-interview/"},"html":"![\"img\"](\"/images/uz/Oleksandr-Pertsovskyi-1.jpg\") | \n
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| Oleksandr Pertsovskyi, CEO of the Ukrainian Railways Passenger Company | \n
I quickly realized that the Ukrainian education won’t be enough for me. So after my 4th year at the University, I followed the Fulbright program and went to the Brandeis International Business School in the USA. I was interested in international economics, international finance, and I wanted to gain experience in a global environment.
\n\n\nI was interested in international economics, international finance, and I wanted to gain experience in a global environment.
\n
My business school was located in Boston, but it was a relatively new and small school, so prominent companies didn’t pay much attention to it. That fact didn't stop me. I took part in a career fair at a nearby MIT University, where I met the DHL team. It was winter time in Boston, snowy and cold. And the American headquarters of DHL was located in a sunny Miami (Florida).
\nI flew several times for an interview in Miami, and it was a stark contrast to Boston. Older people often go to Florida for a well-deserved retirement. There is a shining sun, the ocean, the yachts. And here I go, getting a chance to settle on the ocean coast even before retirement! ;) I’m kidding. In fact, my choice was influenced primarily by DHL's global ambitions as the world's biggest logistics company.
\nDHL operates in North Korea and in a total of 220 countries and territories. Then, I remember, the CEO of DHL jokingly said that all that was left was to \"add Turkmenistan\" to the map. And yet they achieved it! Deutsche Post DHL Group is the world's largest logistics company, employing 550,000 people – twice as many as we have in the “Ukrainian Railways”.
\n\n\nDeutsche Post DHL Group is the world's largest logistics company, employing 550,000 people – twice as many as we have in the “Ukrainian Railways”.
\n
I started with projects in the USA, Canada, Germany, and then things became more interesting. In Singapore, a new regional headquarters was being actively developed, responsible for business in Asia and the Pacific, and I wanted to continue working there. My executives at DHL were surprised: “Do you speak Chinese? What do you have to do with Asia and Singapore? ”
\nI did not speak Chinese, but I liked the new markets, which were developing dynamically. Malaysia, Indonesia, Vietnam, Thailand were the growing markets near Singapore. So for the first time in my life I traveled to Singapore, and ended up staying there for almost 6 years, working on DHL projects throughout Asia – from China and Japan to India and Sri Lanka.
\n![\"img\"](\"/images/uz/DHL.jpg\") | \n
|---|
I managed a 6-month project in Japan. We worked with the team at the car plant. We needed to rebuild all the logistics and supply chain operations. The Japanese car industry is already the \"cradle\" of the principles of efficiency and lean management. It is Japan, where Toyota management and their “Kaizen” philosophy were born. And we at DHL needed to make the system even more efficient. It was an exciting challenge.
\n\n\nIn Indonesia, for example, in the \"logistics business\" in general, you can easily find a fisherman who pulls boxes of Coca-Cola between the islands, and keeps the volume of orders in memory
\n
There were other markets: Indonesia, Vietnam, Thailand, Malaysia. We think that the Ukrainian economy is not very well developed in terms of logistics and management rules. But in fact, we can also give a head start to let’s say Malaysia. In Indonesia, for example, in the \"logistics business\" in general, you can easily find a fisherman who pulls boxes of Coca-Cola between the islands, and keeps the volume of orders in memory. So we had to learn to make forecasts and build supply chains in such markets with low data quality and questionable reliability of infrastructure.
\nAt DHL in Asia, I was responsible for restructuring logistics chains for global and regional companies, and also starting new lines of business (for example, divisions that focused on e-commerce logistics). But then 2014 happened. In the morning, just in Kuala Lumpur, I was at the hotel and received a newspaper with the news on the front page about the shot down Boeing 777 of Malaysia Airlines in Ukraine. It was a revelation moment. And it became clear how close everything was.
\n![\"img\"](\"/images/uz/MH17.jpg\") | \n
|---|
I realized that I could not sit far away. Crucial things started happening in Ukraine, and I began looking for options to come back and do something useful for the country. At DHL we had a “sabbatical” practice – the opportunity to take a long vacation, for 3 or even 6 months. My first thought was to come to Ukraine for a short period of time, work on something for a few months and go back to a global career.
\nI remember the evening, when I sent a personal message on Facebook to the then Deputy Minister of Infrastructure Volodymyr Omelyan. Suddenly a night call came in from Omelyan, and he said: “Come. There is an interesting opportunity to \"save\" Ukrainian Post.\" I said: \"Wait, where to come?\"
\n\n\nSuddenly a night call came in from Omelyan, and he said: “Come. There is an interesting opportunity to \"save\" Ukrainian Post.\" I said: \"Wait, where to come?\"
\n
Ukraine was about to begin the era of reforms of the state-owned enterprises. There was a contest for the position of the CEO of “Ukrainian Post”. I participated in the competition together with Igor Smilyansky, who eventually became a CEO, and me – his first Deputy. From 2016 to 2020 we worked as a strong team reforming this state monster known as “Ukrainian Post”.
\n\n\nFrom 2016 to 2020 we worked as a strong team reforming this state monster known as “Ukrainian Post
\n
Then a new challenge appeared in my career – “Ukrainian Railways”. Sometimes I joke that in “Ukrainian Post” I was responsible for all the lost parcels in this country. Now I am responsible for all the linen that was not ironed properly in the trains :) Definitely, I’m not looking for a quiet life.
\nBoth clients and partners of “Ukrainian Post” welcomed the beginning of the reforms. At that time, the market of logistics for e-commerce companies in Ukraine was almost monopolized. And here was a chance to create a competition. It was inspiring to me that not everyone had yet given up on this state-owned company. We were determined to live up to the trust.
\nChallenge №1, probably, as in any state company, is team building. When Igor Smilyansky and I started working, “Ukrainian Post” was not even corporatized yet. Rather, “Ukrainian Post” was like a ministry where people go to work from 8 to 17 without a clear focus on results.
\nIn many “Ukrposhta” branches, the break was sacred, and the fewer customers – the better. There was no understanding that you work for the people. No customers - no profit. No profit - no salary. You will be fired. A large number of employees lacked an understanding of these market principles.
\n\n\nUnfortunately, in many state-owned companies, people feel that they should be thanked and paid simply for the fact that they exist and come to work.
\n
The challenge was to bring a critical mass of people with new thinking into the “Ukrainian Post”. I will say that bringing new people to “Ukrainian Post” was easier than to “Ukrainian Railways”. We had other companies in the market, from where we could invite people, who understood the specifics of the postal business.
\nThe second challenge was lack of money. Or, as Yulia Volodymyrivna said, “zubozhinnya” (impoverishment). “Ukrainian Post” was severely underfunded. For example, the average age of cars in the fleet was over 15 years. When I first arrived at our central depot, there was a moment of weakness: I thought everything must be hopeless.
\n\n\nAll the cars were unrealistically rusty. They were driving in “survival mode”. Some cars ran 1-2 million kilometers. For this, drivers were once awarded with the \"Hero of Socialist Labor\" badge.
\n
And now look at the “Ukrainian Post” cars running on the streets of your cities: you will see modern Mercedes, Scania, Iveco, Citroën Berlingo. This is heaven and earth. So it turned out that even the most hopeless situations can be resolved.
\nThe third challenge was the absence of technologies. We had a lot of business processes running purely “on paper”. Specialists, whom I met at the beginning, heard the word “API” from us for the first time.
\n\n\nSpecialists, whom I met at the beginning, heard the word “API” from us for the first time.
\n
They asked: “Why do You need it?” I said: “We need to integrate with our partners”. “We already have everything integrated, – a reply was, – a man with a flash drive comes, inserts the stick and sends us a file. What’s the problem? Why would You need an API?”
\nWe met with the biggest players on the e-commerce market: Vladyslav Chechotkin (Rozetka.ua), Andriy Logvin (Kasta.ua) and others. I said: “Why don’t You work with the “Ukrainian Post”? Give us 3, 4, 5 top-priority tasks, so that You could start working with us. “Ukrainian Post” needed a successful benchmark case to persuade the rest of the potential clients.
\nThe speed of delivery of packages was important for clients, but one of the key issues was also the ability to integrate with “Ukrposhta” IT systems. And clients needed APIs, not flash drives.
\nNow I have similar issues in “Ukrainian Railways”. For example, there are some travel agencies who want to become partners. I start looking into the business process and realize that it involves fax, paper, teletypes (!) Don’t be surprised. We spend more than 6 million UAH per year on some telegrams related to the passenger trains! Again this is the issue of the technology gap we have in “Ukrainian Railways”.
\nPeople. The same story, only in “Ukrainian Railways” it is even more complicated, because employees need to have special technical knowledge. And people who have such knowledge – they already work in “Ukrainian Railways”. There is no “external market” to recruit the specialists from. Sometimes we invite professionals from the regions to come and join our central management team. Sometimes we make the management rotations between different railway directions.
\n![\"img\"](\"/images/uz/Oleksandr-Pertsovskyi-2.jpg\") | \n
|---|
The company already had such an experience. It is difficult for foreigners to work in Ukraine. There is a language barrier, cultural differences, mentality gap. It is unlikely that a specialist from Deutsche Bahn will understand how the locomotive could be stopped in the field and employees will drain the diesel. And we uncovered the well-established schemes here: people know where there are sections of stations without video surveillance, where there is little lighting. They stop the locomotive right there, and drain the fuel.
\n\n\nIt is unlikely that a specialist from Deutsche Bahn will understand how the locomotive could be stopped in the field and employees will drain the diesel.
\n
Another challenge is the lack of the sense of the market. One way or another, “Ukrainian Railways” is the only company in Ukraine that operates railways. Many employees do not have the feeling that they need to fight for the passenger. There is no feeling that we need to compete with the airlines, buses, BlaBlaCar, and personal cars.
\n![\"img\"](\"/images/uz/UZ-team-1.jpg\") | \n
|---|
| “Ukrainian Railways” team during Ski express tour | \n
But then a pandemic began. And there was some luck in this misfortune. The passengers suddenly disappeared alongside with their money, and railway employees realized that they needed to fight to get the passengers back.
\nAnother challenge is the very long cycle of decision-making in the transport sector. Repair and construction of the new carriages is a matter of years. Recently I visited the depot, where I discovered two Škoda trains. I thought: “Ok, we will prepare the business case, repair the trains, and put them to work quickly”. But even under all the positive circumstances, the repair cycle is at least 1 year. Building the infrastructure also takes years. You need to conduct geo-exploration, resolve land issues, set up power lines etc.
\n![\"img\"](\"/images/uz/Oleksandr-Pertsovskyi-3.jpg\") | \n
|---|
I have a choleric temperament, and I want everything done quickly. Fortunately, there are things that can and should be done faster: for example, improving customer service through digital technologies.
\n\n\nIn partnership with Visa and based on Corezoid Process Engine technology by Middleware we launched the sale of the railway tickets in chatbots in Viber and Telegram messengers in just 2 months
\n
In partnership with Visa and based on Corezoid Process Engine technology by Middleware we launched the sale of the railway tickets in chatbots in Viber and Telegram messengers in just 2 months. We took a close look at the customer journey and tried to understand, what things could be improved quickly? The client journey begins with a purchase of a ticket, then you travel to the station, board the train, get services during the trip, get out of the train and finish your journey. Ideally, the whole trip ends with a service quality survey. In this customer journey, the very first stage, buying a ticket, could be significantly improved.
\nIt so happened that for a long time “Ukrainian Railways” did not have (and still does not have) its own mobile application for ticket sales. And the development of such an application is a rather long process.
\nWe decided that chatbot could be created faster, and buying tickets via messengers and getting background information is a good service, especially for a young audience. Technically, in the messenger we can not only sell a ticket, but also offer additional services, show the train schedule, collect feedback from passengers.
\n\n\nWe decided that chatbot could be created faster, and buying tickets via messengers and getting background information is a good service, especially for a young audience
\n
One of the problems of “Ukrainian Railways” is that the salary of managers and stewards is not tied to the quality of customer service. A chatbot is a good opportunity to build a system for evaluating employees and introduce a variable bonus part, which will depend on the feedback from the passengers. The more polite stewards will get more money.
\n\n\nAlso in the chatbot we started to show from which track the train leaves.
\n
Also in the chatbot we started to show from which track the train leaves. It turned out that “Ukrainian Railways” has a different system in place at each station, which is responsible for informing passengers on which track the train is coming. But we were able to integrate at least the IT systems of major cities and start showing the online tableau of Kyiv-Pasazhyrsky central station.\nUnfortunately it turned out that QR code in the ticket that people buy in the chatbot can’t be scanned by obsolete devices that conductors have. This was a signal that it’s time to change these outdated terminals to mobile apps for conductors. And we already started such a project, at least for Intercity+ trains.
\nIn the project with the launch of the chatbot in 2 months, we thank Visa, which funded the development and marketing. Technology partner of “Ukrainian Railways” in this project Middleware Inc. company already had experience of working with messengers. Middleware did not start developing a chatbot from scratch, but used their own Corezoid-based bot-platform to integrate with messengers, payment gateways and IT infrastructure of “Ukrainian Railways”.
\n\n\nMiddleware did not start developing a chatbot from scratch, but used their own Corezoid-based bot-platform to integrate with messengers, payment gateways and IT infrastructure of “Ukrainian Railways”.
\n
I am very supportive of all sorts of partnerships. For Visa, working with “Ukrainian Railways” is an opportunity to organize a new flow of non-cash payments. The business of “Ukrainian Railways” still often involves cash. For example, we have a problem with “unofficial” cash payments at the entrance to suburban trains. Also, up to 30% of purchases for long-distance trains and 100% for suburban trains still occur through cash registers and cashiers. We would like to sell most tickets and services online, cashless, through mobile devices and using payment cards.
\n![\"img\"](\"/images/uz/UZ-bot.jpg\") | \n
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| “Ukrainian Railways” chatbot | \n
\n\nIn a relatively short time, 100,000 users joined the chatbot.
\n
For our technology partner Middleware company, this project was an opportunity to create and quickly scale the solution based on their Corezoid Process Engine technology. In a relatively short time, 100,000 users joined the chatbot. Every year, “Ukrainian Railways” transports 40 million long-distance passengers and more than 100 million in suburban trains (this is indicative pre-pandemic statistics, but I'm sure we will return to these numbers). The most popular messenger in Ukraine, Viber was installed by 22 million people. We have almost limitless opportunities for the development of digital services.
\n\n\nWe have almost limitless opportunities for the development of digital services.
\n
There are 2 elements in any selection of the new employees: competence and desire to work. From this point of view, it is easier for private companies to recruit people: they can find motivated people and pay a lot for their competencies. But in state-owned companies over the years, I have adjusted my focus to the maximum search for people with passion, curiosity, and a high level of self-motivation. One must love challenges. Otherwise, after 1-2 months of routine and breaking the walls people ask a question: \"What am I doing here?\" – and leave the company.
\n![\"img\"](\"/images/uz/Oleksandr-Pertsovskyi-4.jpg\") | \n
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There are different stories of how people get into the “Ukrainian Railways” team. We have strong professionals, who were already working in the “Ukrainian Railways”, when I joined the company.
\nFor example, Andriy Malakhov, project manager at the Project office, who was responsible for the launch of the chatbot to sell railway tickets. Andriy has witnessed 3 CEOs come and go. Some listened to Andriy, others did not, but TOP-managers were changing faster than Andriy could actually launch anything.
\n![\"img\"](\"/images/uz/Andriy-Malakhov.jpg\") | \n
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| Andriy Malakhov, Project manager of the “Ukrainian Railways” | \n
When we met Andriy, I was glad that “Ukrainian Railways” has people inside with experience, bright mind and a passion to create successful projects. Therefore, I granted Andriy a full mandate of confidence and a green light to launch the project.
\nOleksandr Shevchenko, Head of Communications, Marketing and Customer Service, came to “Ukrainian Railways” from the private sector, having previously worked for “Biosphere Corporation”, Unicredit Bank, Ukrsibbank BNP Paribas Group. Oleksandr was fascinated by the scale of “Ukrainian Railways” projects, as well as the opportunity to form his own team, which will change the style of communications with passengers forever.
\n![\"img\"](\"/images/uz/Oleksandr-Shevchenko.jpg\") | \n
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| Oleksandr Shevchenko, Head of Communications at “Ukrainian Railways” | \n
I invited some people to work from “Ukrainian Post”, as it is also a state-owned company and has a similar corporate culture. On the other hand, I don’t want to create a separate enclave of ex-Ukrposhta employees in “Ukrainian Railways”.
\nAlso there are people in “Ukrainian Railways”, who were promoted from within the company. For example, my deputy Volodymyr Lyubka used to work as the manager of a locomotive depot on “Prydniprovska Railways”, and now he has joined the management team of the entire passenger direction in HQ. Volodymyr is an enthusiastic person, well versed in all the technical nuances of the railways.
\n![\"img\"](\"/images/uz/Volodymyr-Lyubka.jpg\") | \n
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| Volodymyr Lyubka, Deputy CEO of the Ukrainian Railways Passenger Company | \n
I like that now we have such a mix of young blood and those bright, professional, energetic people who have previously worked at “Ukrainian Railways”.
\nIt is simple. We have a Facebook page. Send us a message and we can talk. To be honest, there are many messages from people, who say they want to work at “Ukrainian Railways”. However, as I mentioned, it is important to understand what motivates a person. I remember a case, when a man wrote: “I want to work at “Ukrainian Railways” in Kyiv”. I replied: “What would You like to do?” He said: “I don’t care. Just give me any job and I want to have a good salary of XXX UAH”. It is not bad that a person wants a high salary. The problem is that he’s not passionate about anything.
\n\n\nIt is not bad that a person wants a high salary. The problem is that he’s not passionate about anything.
\n
Also I often rotate the managers between regions or departments. Recently I’ve rotated 5 heads of regional depots and gave everyone the opportunity to prove himself in a new role. It is always interesting to see what a person will do in a new place. Having an unbiased look makes it easier to notice things that might be improved and perhaps, employees that need to be replaced.
\nThere are many castes within “Ukrainian Railways”: locomotive drivers, carriage personnel, traffic managers. And people do not move much between castes, although the competencies are sometimes similar. Recently, for example, we have started to involve people from locomotive depots to work with the carriages department, which is also a fresh boost in professional development.
\n![\"img\"](\"/images/uz/UZ-team-2.jpg\") | \n
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| Vyshyvanka day in “Ukrainian Railways” | \n
In terms of the number of people involved in IT, I think both “Ukrainian Post” and “Ukrainian Railways” are far ahead of many IT companies in Ukraine. “Ukrainian Post” had 600 people who are connected to IT profession in one way or another. In “Ukrainian Railways” it is even difficult to say exactly how much people in IT we have, but I think the figure is measured in thousands. The problem is that many IT professionals are \"hidden.\"
\n\n\nIn “Ukrainian Railways” it is even difficult to say exactly how much people in IT we have, but I think the figure is measured in thousands.
\n
At some stage, “Ukrainian Railways” company was centralized, including IT-staff. But no one believes in things like the single “Help desk”. Therefore, an employee can be listed as a \"Deputy Head of the Depot\" somewhere in Kakhovka, and in fact he is a system administrator. In terms of scale and number of people in IT, yes, “Ukrainian Railways” is an IT company. There are many IT-products that were developed and now are maintained by the “Ukrainian Railways”. Whether those products are modern and convenient – this is another question. But yet they exist.
\n\n\nTherefore, an employee can be listed as a \"Deputy Head of the Depot\" somewhere in Kakhovka, and in fact he is a system administrator.
\n
This is a really difficult issue for a state-owned company. I do not mind buying IT services from the market. But in Ukraine, the procedure for purchasing IT services for the public sector is complicated. When you buy coal, everything is simple. This is a commodity. There is a product with clear parameters. You can buy the product, and if the quality does not suit you – change the supplier. Pricing is clear. But IT and creative services are a completely different story.
\nWe used to buy creative services for TV advertising at “Ukrainian Post”. And then people came from the Security Service of Ukraine (SBU) and asked: \"Why did you buy the creative strategy for UAH 3 million, when the students of Karpenko-Kary University could shoot the video with their own camera for UAH 100,000?\" How would you explain that the creative content we needed couldn’t cost UAH 100,000?
\nThe situation is similar with IT products. You can describe the technical requirements, and then some no-name company comes, promises the lowest price, works for 3-6 months, and then says: “Oh! It didn't work out.\" The IT solution seems to work, but not quite as expected. You begin court trials, but the time is lost.
\nThe second problem is ownership rights. Unfortunately, state-owned companies in Ukraine are followed by a flock of private companies who have settled down so well that they have made state-owned companies hostages, in fact. Sometimes such private companies even get a percentage from each transaction inside “Ukrainian Railways”, and it is very difficult to get rid of such suppliers. I believe that “Ukrainian Railways” should cooperate with private companies, but not become totally dependent on them.
\nAnd the third factor to consider is working with people's personal data. There is a state vision that large strategic enterprises should work with personal data using their own data centers, not on the servers of third-party solution providers.
\n\n\nChallenging tasks and interesting partnerships motivate well.
\n
In my experience, IT professionals in the public sector like the scale of the challenges. IT professionals are highly motivated to see the results of their work for the whole country. Plus, it's a good opportunity to start a career, grow, collaborate with global companies such as Visa, Viber, Amazon, Google, Apple, with leading Ukrainian companies. Challenging tasks and interesting partnerships motivate well.
\nNumber one book for all railway workers is the \"The rules of the technical operation of the railways\".
\n![\"img\"](\"/images/uz/The-rules-of-the-technical-operation-of-the-railways.jpg\") | \n
|---|
There is a technical library of “Ukrainian Railways” on my floor. I came there on the first day of work, and the employees did not recognize me. I asked to read some basic books. The librarian told me: \"Okay, give me your railways worker ID.\" And I did not have such an ID.
\nIt turned out that there is such a special blue document, which is called “railways worker ID”. Eventually I picked up books in the library on traffic management, technical issues. Railways is another reality, it captures the imagination, there is the whole world to learn and understand. It’s exciting to study that much new stuff in adulthood.
\nAlso, I can recommend the book \"Trillion dollar coach\", which I listened to as an audiobook.
\n![\"img\"](\"/images/uz/Trillion-Dollar-Coach.jpg\") | \n
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| “Trillion Dollar Coach”, Bill Campbell | \n
In Singapore, I read and listened to Lee Kuan Yew's audiobooks, such as “The Singapore Story: Memoirs of Lee Kuan Yew”.
\nI was at Lee Kuan Yew's funeral in Singapore. It is amazing what a man managed to do in one generation. And all this is true. You travel to neighboring Malaysia and realize how different it is from Singapore.
\n![\"img\"](\"/images/uz/The-Singapore-Story-1.jpg\") | \n
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| “The Singapore Story: Memoirs of Lee Kuan Yew” | \n
Talking about TV-series, I recommend \"Snowpiercer\", which describes the post-apocalyptic world, where the last survivors on Earth travel in a self-sustaining train.
\n![\"img\"](\"/images/uz/Snowpiercer.jpg\") | \n
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| “Snowpiercer” | \n
Also I like \"The Last Dance\" – a Netflix documentary sports drama about Michael Jordan. It has many parallels with the business world, especially on the team relations, the role of a leader in teamwork.
\nFrom my previous life in “Ukrainian Post” I can recommend \"Going postal\".
\nThis is a film about a man who was sentenced to death, but then it turned out that there is an even worse punishment – go to reform the post office. An interesting film about the challenges, the fight against bureaucracy. It is very real
\n![\"img\"](\"/images/uz/Going-postal.jpg\") | \n
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| “Going postal” | \n
For a while during the sabbatical at DHL, I lived in Switzerland and received a pilot's license to operate a paraglider. There are clubs in the Carpathians and near Kyiv where they also do this sport. I remembered a phrase from one of my mentors: “Why be afraid of heights? Man crashes not on the air, but on the ground. The higher the better. If you fall from 100 meters, you will still be killed. And at an altitude of 2 km there is a chance to orient and correct the situation if something goes wrong.\"
\nParagliding teaches you to think strategically. You fly up navigating the warm air and due to changes in temperature. Watch out for places with no wind.
\n![\"img\"](\"/images/uz/Demo.jpg\") | \n
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Quite a lot of time has passed since April 1, so I will not say that the main priority remains the construction of Hyperloop :) And seriously, I would very much like to radically update the quality of carriages. No matter what additional services you offer, yet the safety and quality of the trip are determined primarily by the quality of trains. It's like in “Ukrainian Post”: a lot could be planned and done, but the focus at the start was on making sure that the cars drive safely and on time. When the cars break and stop – everything else becomes non-essential.
\nIn “Ukrainian Railways” the basis of our service is a reliable and safe delivery of a person from point A to point B. And for this “Ukrainian Railways” needs to have good trains and carriages.
\n![\"img\"](\"/images/uz/Oleksandr-Pertsovskyi-5.jpg\")
We are running large overhaul programs, receive the state funding for the purchase of 100 new carriages, and procurement procedures are underway.
\nAs for financing, I think that, as in any business, there must be an honest and transparent situation. For example, the state identifies and finances certain 20 socially significant routes. Then there is the opportunity to make plans: how many people will be able to travel, on what terms, on what schedule. Unfortunately, this is the case when not everything depends on the leaders of “Ukrainian Railways”. It is necessary to make changes in regulations.
\nOn the other hand, working in a state-owned company trains you to work in conditions where 20% depend on you and 80% on external circumstances. But in reality you have to forget that there are some \"external\" circumstances. You can't just say, \"I can't do this because of imperfect laws.\" So, you need to go to the Parliament deputies, find arguments. If they are not immediately convinced, find other ways of influence, break through these walls. Therefore, the second direction of reforms is to change the financing model of “Ukrainian Railways”.
\nAnd the third direction of reforms is communication with the personnel within the company. I want people to be satisfied with their work, to have a normal system of motivation that they can influence. You provide the best service – you get more income. If it is repair personnel – you repair well, so that after you there are no tons of complaints – you receive more money.
","frontmatter":{"date":"2021-05-28","title":"Oleksandr Pertsovskyi, CEO of the Ukrainian Railways Passenger Company. The story of reforms, digital transformation, partnership with Visa and Corezoid","url":"uz-corezoid-interview","description":"In partnership with Visa and based on Corezoid Process Engine technology by Middleware we launched the sale of the railway tickets in chatbots in Viber and Telegram messengers in just 2 months.","image":"/images/uz/Oleksandr-Pertsovskyi-1.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"mambu-corezoid-cloud-state-machine","tags":["Ukrzaliznytsia","chat","bot","viber","telegram","digital","core","railway","tickets","innovation","visa"]}}},{"node":{"fields":{"slug":"/blog/corezoid-glovo-anc/"},"html":"![\"img\"](\"/images/corezoid-glovo-anc.png\") | \n
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May 24, Kyiv. – Glovo express delivery service continues to onboard new partners, retailers, shops and pharmacies, that are popular among Ukrainians. Today Glovo announced partnership with robotic pharmacies under the brands “Pharmacy ANC”, “Kopiyka”, “Shar@”. Pharmacies were integrated into the Glovo application using Corezoid Hyperautomation Engine technology developed by Middleware Inc. company (the USA).
\nGlovo service is actively developing the Q-Commerce business unit, which provides express delivery from retail, supermarkets and pharmacies. Glovo is working to increase the range of goods, which it’s possible to order through the app and plans to develop retail delivery vertical through partnerships with major national chains. Robotic pharmacies \"Pharmacy ANC\", \"Pharmacy Kopiyka\", \"Pharmacy Shar@\" have 960 stores in 140 cities of Ukraine.
\nGlovo users can now order goods and drugs from ANC Pharmacies in the bubble «Health and Beauty» and receive delivery in less than an hour. An easy to understand menu and filters will help you navigate the pharmacy products in the Glovo app.
\n\"The delivery market in Ukraine has grown over the past year, and lockdown was one of the major drivers. Many people tried online services for the first time, in particular, express delivery services, and continued to use them. This year we want to increase the number of customers by providing quality service, as well as connect new popular retail partners, such as robotic pharmacies under the brands \"Pharmacy ANC\", \"Kopeyka\", \"Shar@ ”, – said Dmitry Rasnovsky, General Manager of Glovo in Ukraine.
\n\"Our goal is to increase the availability of drugs for the people by developing omnichannel services for health. The omnichannel principle is implemented on our website, Viber chatbot and mobile application. This is the way to be connected with our customers and guarantee to deliver up to date offers in a convenient way for every client. So, the cooperation with Glovo exactly corresponds to our strategy, – said Vyacheslav Sauts, ANC Pharmacy Marketing Director.
\nThe project was implemented based on the Corezoid Process Engine together with the Glogo technology partner – Middleware Inc. company (the USA). Corezoid technology allows to instantly update prices in the Glovo mobile app, download and update instantly the full ANC Pharmacies product list.
","frontmatter":{"date":"2021-05-24","title":"Glovo announced partnership with robotic pharmacies \"Pharmacy ANC\", \"Pharmacy Kopiyka\", \"Pharmacy Shar@\"","url":"corezoid-glovo-anc","description":"Our goal is to increase the availability of drugs for the people by developing omnichannel services for health. The omnichannel principle is implemented on our website, Viber chatbot and mobile application.","image":"/images/corezoid-glovo-anc.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"glovo-rasnovsky-corezoid","tags":["delivery","pharmacy","glovo","anc","digital","core","ukraine"]}}},{"node":{"fields":{"slug":"/blog/ukrainian-government-contact-center-interview/"},"html":"![\"img\"](\"/images/ucc/helen-antonenko-5.jpg\") | \n
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| Helen Antonenko, the First Deputy CEO of the Government Contact-center of Ukraine | \n
In 1999 I got into a university in Kyiv. It was the Institute of Housing and Communal Services. I don't know if it's still working. I studied there a little, and immediately after the 3rd year I went to work.
\nInitially, I worked in my hometown of Khmilnyk, Vinnytsia region. And then I moved to Kyiv in 2003. My career immediately began with government agencies: the State Judicial Administration, territorial divisions and departments of the Ministry of Social Policy etc.
\nIn 2009, the Prime Minister put forward the idea of creating a Social Contact Center. That was the beginning of May. Holidays, barbecues, laughter on the streets. And here I have a phone call, they offer to join the \"startup\" – the creation of a Contact Center within the Ministry of Social Policy. It was the first state call center in Ukraine under the auspices of Prime Minister Yulia Tymoshenko.
\nIn addition to finance, I also studied law, and just had the necessary competencies to work on the project.\nOn May 27, 2009 our institution - the Social Contact Center under the management of the Ministry of Social Policy was registered. Lyudmila Denisova was the minister then, and she managed the first activities in the project with a strong hand.
\nIt all started with one office in the building of the Ministry of Social Policy on the 6th floor. There were 3 desks, 2 computers and 1 telephone headset.
\n\n\nOn the first working day, we stayed up all night and wrote down our action plan for setting up a government hotline in a regular notebook.
\n
Probably not the second, but the first. It was the Director - Anastasia Savenok (today – Nenka), one of the top managers of call-centers in Kiev. On the first working day, we stayed up all night and wrote down our action plan for setting up a government hotline in a regular notebook. I described a part from the point of view of the state bureaucratic mechanisms, how the call center should work, and Anastasia – as the bearer of competences on call centers.\nWe described the action plan for the first month and reported to Minister Lyudmila Denysova that we are starting to recruit the first 50 employees.
\nIt was planned that 2 shifts of 20 people each would work in the basement of a small 3-storey building next to the Ministry of Social Policy. Another 10 people were a director, an accountant, a computer systems engineer, and an analyst.
\n![\"img\"](\"/images/ucc/helen-antonenko-4.jpg\") | \n
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The official opening of the contact center took place on July 24, 2009, with the participation of the Prime Minister. Yulia Tymoshenko visited the contact center together with journalists, but it was difficult to give an interview: the phones rang loudly, the room was small.
\nYuliya Volodymyrivna then said: “Operators don't even have time to pick up the phone! It should not be so. The Center needs to be expanded at least 5 times.” We were receiving more than 1000 calls per day from 20 consultants.\nWe were given 2 months to expand 5 times. For us, the first and second floors in the same building of the Ministry of Social Policy were urgently vacated, where repairs began immediately. The stucco was falling on our heads when interviews with future consultants were held. Instead of 40 operators, we needed to have 200 in 2 months.
\nI then moved half of the wardrobe to work, including a toothbrush. The first interviews started at 8 am. Yulia Volodymyrivna promised to return on September 25, 2009 and personally check the readiness of the expanded contact center.
\nFortunately, the Ministry of Social Policy did not abandon us and helped a lot. We made it. On September 25, 2009, the staff was completed, the premises were ready, and the Prime Minister's order was fulfilled.
\nI liked being a manager, HR person, and a lawyer at the same time. In July 2010, the Social Contact Center was transferred directly to the Secretariat of the Cabinet of Ministers of Ukraine and renamed to the Government Contact Center.
\nIn 2019, under the auspices of the Deputy Minister of the Cabinet of Ministers of Ukraine Yulia Guseva, for the first time since 2009, our staff increased by a quarter, the Center began to provide consultations not only by phone but also in online chats.
\n![\"img\"](\"/images/ucc/ucc-workspace.jpg\") | \n
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| The Government Contact-center operators at work | \n
Thanks to the Sender and Corezoid platforms from Middleware Inc. company, we are able to support citizens in chats. This significantly relieves the phone hotlines and operators’ workload. People don't have to wait in a queue, when calling. You can write in the chat and wait comfortably for the answer. Also one consultant can communicate simultaneously with several people in a chat, which is not possible by phone.
\nIn 2020, when Dmytro Dubilet was the Minister of the Cabinet of Ministers, on his initiative salaries in the Center were increased, as well as a rating system and KPIs (key performance indicators) were introduced. There are currently no vacancies in the Center. The headcount is full. But our pain is that young people after 1-2 years of work at the Center gain experience and go build careers in other companies.
\nUnfortunately, the number of consultants (operators) is not enough now to quickly answer the volume of questions from citizens, which we have today, and which is constantly growing.
\nYes. But it is almost as difficult as rebuilding the contact center from scratch again. It is necessary to approve additional state budget expenditures, review salaries, equip additional premises, and increase server capacity.\nAt the same time, the pandemic has changed labor laws, and we have more opportunities to work with people who want to work remotely from home. Of course, it will be necessary to organize their distance learning, testing, quality control.\nWe can also take people to practice. Students of the Kyiv National T.G. Shevchenko University, Kyiv University of Market Relations and the Academy of Labor, Social Relations and Tourism have already completed their practise with us.
\nThe list of topics is wide, and it is changing constantly. Registered appeals may belong to the competence of 110 different executive bodies, enterprises, institutions, organizations that are users of the software and hardware complex of the Unified system of citizens’ appeals processing.
\n\n\nOne of the applicants registered 600 appeals in one night.
\n
There is a problem with telephone pranks. People often abuse their right to make a call. Article 40 of the Constitution of Ukraine states that a citizen has the right to an unlimited number of appeals to state bodies. Bad guys can call 20-40 times a day. One of the applicants registered 600 appeals in one night. He simply copied the text and pasted it back, changing a few words. The legislation stipulates, that if an appeal differs in at least one word, it is another appeal. And we must take all this into consideration. The Law of Ukraine “On Citizens' Appeals” is outdated. It needs change.
\n\n\nIn 2020, we processed 1,374,770 calls and 1,172,509 chats based on Corezoid, Sender.
\n
In this Law, for example, there is Article 26, which states the responsibility of a citizen for slander, discrimination, insults to a state body. But in the Code of Ukraine on Administrative Offenses such liability and the relevant article in fact does not exist. And that's why today people call and write to us how much they have the desire in the absence of a real need.
\nSometimes emotionally unbalanced people reach out, and just people who want to talk. They do not need to register appeals. They just find psychological support in the contact center. One of the applicants called 60,000 times a year.
\n30% of people are those who reach out to the Contact-Center regularly. In 2020, we processed 1,374,770 calls and 1,172,509 chats based on Corezoid, Sender.
\nBy the way, this year marks the 12th anniversary of the Contact-Center, and it is such an interesting coincidence that on February 1 this year, 12 million appeals to the government hotline were registered since its establishment.
\nYes. And the demand for online chat with the Government Contact Center is constantly growing. Fortunately, problems are often solved directly in the chat, and there is no need to register an \"appeal\".
\nThe \"appeal\" is a separate document. An electronic registration card is created at the request of the Center, which is further distributed to the state body, who needs to reply to the citizen. The term for consideration of the appeal is usually 15 days. Appeals are considered and resolved within no more than one month from the date of their receipt. And it could take up to 45 days with prior notice to the applicant.
\nAll this creates an additional burden on the work of state institutions. Fortunately, at the Center, we close approximately 50% of all issues at our level, providing advice (by phone, chat) immediately and thus relieving other authorities.
\n\n\nFor example, in Ukraine there are more than 70 different “hotlines” at different government bodies. And often it's just one phone line that works 2 hours a week.
\n
According to the Government Decision 976, we constantly collect statistics and submit analytical and statistical reports to the Secretariat of the Cabinet of Ministers.
\nAll executive bodies have statistics on appeals. We also keep statistics on the SLA of responses of government bodies to citizens' appeals.
\nOver the years, we have built a holistic and effective system of communication with citizens. However, some government agencies are setting up their own hotlines. For example, in Ukraine there are more than 70 different “hotlines” at different government bodies. And often it's just one phone line that works 2 hours a week.
\n\n\nWe work with the latest technologies: CISCO for telephony, Corezoid and Sender for online chats, etc.
\n
The Government Contact Center interacts (as defined by the Government decision\n№ 976) through the software and hardware complex of the Unified system of processing of appeals, which includes CRM and various software resources. Other authorities visit us to see how the work is organized and learn from the experience. We work with the latest technologies: CISCO for telephony, Corezoid and Sender for online chats, etc.
\nWe were contacted by the National Police, the State Tax Service, the Ministry of Environmental Protection and Natural Resources, the Ministry of Foreign Affairs, the Ministry of Social Policy, the Ministry of Digital Transformation, the Ministry of Education and Science, and the Ministry of Veterans.
\nYes. On November 27, 2019, a pilot project was launched according to the Government Decision #972. In particular, this resolution referred to the possibility of organizing online consultations in chat on the basis of the Government Contact Center after chat is initiated from the widgets on the websites of various public authorities.
\n\n\nWe set up more than 20 channels for receiving chats on various e-services (rights and technical passport, ID-card and biometric passport, birth certificate, “FOP” assistance during quarantine, etc.). Consultations on all these topics are available on “Diya” portal and the Diya mobile application.
\n
There was also talk of a mandatory memorandum with the Center. Several memoranda have been concluded. Today, the Center organizes chats and provides online consultations on the web resources of the Ministry of Social Policy, the Ministry of Foreign Affairs, the Ministry of Environment and Natural Resources, the Ministry of Education and Science (for the education campaign), the Ministry of Digital Transformation.
\n![\"img\"](\"/images/ucc/diia-support-channels.jpg\") | \n
|---|
| “Diya” mobile app lets You reach out to the Government Contact Center | \n
At the same time, the fact remains: many government bodies would like to start providing online consultations in chat, but the Center's staff capacity is not enough.
\nYes. We can come and help to set up. But we can’t process the flow of appeals using operators of the Government Contact Center.
\n\n\nIn total, we process appeals for approximately 2,000 topics.
\n
Social protection, utilities, pensions, activities of officials, corruption and coronavirus. Can You imagine? Coronavirus is only in the 5th place. Social issues still worry Ukrainians more. In total, we process appeals for approximately 2,000 topics.
\nA child called recently. Santa Claus did not deliver him a present for the New Year. The child wondered if it was possible to register the appeal. We gave a consultation, called his mother back, and resolved the issue.
\nWe are often confused with emergency care. Once the mother was stuck in a blizzard in the field, and could not call 103. Fortunately, each regional administration has identified a person responsible for responding to emergency appeals. We managed to find a car and doctors. Childbirth took place right in the field.
\n\n\nOur main KPIs are the knowledge of operators, the quality of dialogues, the average duration of dialogues, the speed of responses in chats, the level of independence in processing appeals, activity, i.e. the percentage of active time of the operator, and the level of satisfaction of applicants.
\n
There is a resolution of the Cabinet of Ministers №91 of February 5, 2020, which has 3 documents. One of them is the provision on remuneration of the Center's employees. It ties the salary to the fulfilment of KPIs. The Center's salary is divided between administrative staff and consultants who process applications.
\nThe Center must approve the rating indicators of consultants (KPI) by order of the Director of the Center in agreement with the Minister of the Cabinet of Ministers.
\nOur main KPIs are the knowledge of operators, the quality of dialogues, the average duration of dialogues, the speed of responses in chats, the level of independence in processing appeals, activity, i.e. the percentage of active time of the operator, and the level of satisfaction of applicants.
\nIt is important that the consultant of the Center knows how to resolve the appeal at his level and not \"transfer\" it further to the other governmental body. One of the goals of the Center's work is to relieve state bodies of the preparation of answers to typical questions of citizens.
\nWe also have a local legal act, which defines the standards of dialogue. It sets out the key points that operators need to be aware of when communicating with applicants, including recommendations on the length of pauses and on-line retention, as well as on the proper handling of applicants' applications. The average duration of a dialogue at the Center is 5 minutes. It is important to survey the citizens at the end of the dialogue.
\nIn total we have 5 rating groups. The size of the employee bonus is determined according to the rating by multiplying the salary by the appropriate ratio, which depends on the group.
\nConsultants have a small fixed share of salary and a large variable part is a bonus that is tied to the performance of KPIs.
\nAll detailed statistics on the phone calls are given to us by CISCO, and statistics on online chats we get from Corezoid and Sender. It is quite convenient to calculate the KPI when there are detailed statistics. And the human factor is removed in determining the bonus. However, all our consultants are already like mini-lawyers, sometimes they like to disassemble KPIs under a microscope.
\n![\"img\"](\"/images/ucc/ucc-employees.jpg\") | \n
|---|
| The Government Contact Center management and consultants | \n
For a long time I was practising ballroom dancing. Now I do not have time for this. I practice at home on my own, using video lessons online. For many years I have been watching and training Cindy Crawford “Shape your body” course on YouTube.
\nI try to read books on psychology and coaching now, which would help me in my work. I want to fight with the turnover of staff, with the emotional burnout of people at work, to learn to select people who will work with us not for 1-2 years, but at least 3-4. I liked Irina Reva's \"Mission of the Third Generation\", John Whitmore's \"Coaching for Performance\" and Gill Hasson's \"Emotional Intelligence Pocketbook\".
\n![\"img\"](\"/images/ucc/emotional-intelligence-book.jpg\") | \n
|---|
| Gill Hasson, “Emotional Intelligence Pocketbook” | \n
We have a staff of 314 units today. The Government Contact Center is headed by the Director - Olga Kholomeeva, who manages, coordinates and regulates all functional processes of the Center, aimed at fulfilling the approved tasks of the Center. She is assisted by 4 deputies in various areas of the Center's activity. I am responsible for personnel, legal issues, financial and economic issues.
\n![\"img\"](\"/images/ucc/olga-kholomeeva.jpg\") | \n
|---|
| Olga Kholomeeva, The Head of the Government Contact Center of Ukraine | \n
Deputy Director Dmytro Bodnar manages the department responsible for receiving and processing citizens' appeals: the call center, a separate unit for processing appeals on fighting the human trafficking and domestic violence, as well as the unit for processing appeals received via the Internet.
\nMarianna Vilshynska, Deputy Director, is responsible for training and motivating employees. We have a constantly updated consulting base in accordance with the latest legislation. There is a continuous learning process, development of tests to check the knowledge of consultants. The Center should also prevent emotional burnout, and we introduced various forms of non-financial motivation.
\nThere is also Deputy Director Mykhailo Aleksanyan, who is engaged in technical equipment, uninterrupted round-the-clock operation of all resources, modernization of software and hardware.
\nI would like the Government Contact Center to be more involved in the development of Government decisions concerning its work. Also in 2015, the initiative to establish a National Contact Center was discussed. After all, the Government Contact Center advises only on issues affecting the governmental bodies. And there are also questions to the Parliament, the Office of the Prosecutor General, NABU, SBU and other bodies.
\nIf this vision is implemented, all government agencies will be able to install widgets on their websites to provide online consultations in chats through the web-site or in messengers like Viber, Telegram, Facebook, Apple Messages, Google Messages, etc.
\n![\"img\"](\"/images/ucc/ucc-employees-2.jpg\") | \n
|---|
| Management team of the Government Contact Center (from left to right): Olga Kholomeeva (Director), Marianna Vilshinska (Deputy Director for Staff Training, Development and Motivation), Dmytro Bodnar (Deputy Director), Olena Antonenko (the First Deputy Director) | \n
Also, everyone probably noticed that we have almost no advertising of the Government Contact Center. We tell little about our work. Why? Because \"demand\" exaggerates our \"supply\" – the physical ability to process calls from anyone wishing to call 1545 and other \"hotlines\" created on the basis of the Government Contact Center. We manage to process only 60-70% of the calls.
\nAlso I believe that regional contact centers should be involved in our work. In 2011, the National System for Processing Appeals to Government Bodies was launched, where all local authorities were instructed to establish regional contact centers. It was planned (and it happened) to finance these regional contact centers from the local budget.
\nBut, in this case, what is the impact of the Government Contact Center on regional centers? None, except for methodological support. The introduction of unified standards in the work of regional contact centers is possible only if they are transformed into remote structural units of the Center itself.
\nSome of the regional contact centers work on the tasks and instructions of the regional state administration, some conduct regular hotlines for regional deputies, some simply collect some statistics as an analytical center, some act as consultants exclusively on communal services.
\nThe Resolution of the Cabinet of Ministers of Ukraine on the approval of the Regulation on the National System for Processing Appeals and the Model Regulation on the Regional Contact Center was adopted on January 18, 2012. But during 2012-2013, only 20 regional contact centers were established. Today there are 16 of them, including the contact center 1551 in Kyiv.
\nI spent the whole last week in online meetings with the heads of the regional contact centers, trying to understand their position, whether they want to become a part of the Government Contact Center. More than half of the heads of regional contact centers support such an initiative.
\nIf such changes are supported and take place, people in the regional contact centers will receive normal salaries, will start using the common standards of dialogues, the KPI system and rating, will have unified approaches to their work and clearly defined functionality and tasks. With the support of this initiative, the Center will significantly increase its staff and capabilities, in particular, increase the number of processed calls to the government hotline with a greater probability of a substantive solution.
\nAlso I see an option – to develop relations with international partners. Today, in the development of the Government Contact Center, we often have limited funding from the state budget for development, strengthening the material and technical base and changes in the Center. The government contact center plays the main role in communication between the citizens and public authorities.
\nIndeed, whether in 3, or in 5 or 10 years, the \"single window\" of filing appeals to the State should be created, through which the citizen will be able to apply to any government agency, get the necessary information or advice as soon as possible to resolve their issue.
\nThere should be a \"single point\" of contact, where the applicant can communicate conveniently and effectively with the authorities, using modern communication channels. In my opinion, for example, there should not be 70 hotlines in the governmental bodies.
\n\n\nIt should not be the case that online support widgets are installed on some government websites, but not on all of them.
\n
This all depends not only on my wishes, but also on the availability of possible funding, the settlement of these issues by the legal framework, the sustained transition period and the gradual introduction of a \"single center\" for appeals and consultations on all issues.
","frontmatter":{"date":"2021-04-28","title":"Helen Antonenko, the First Deputy CEO of the Government Contact-center of Ukraine: “Based on Corezoid we processed more than 1 million online-chats in 2020”","url":"ukrainian-government-contact-center-interview","description":"In 2020, we processed 1,374,770 calls and 1,172,509 chats based on Corezoid, Sender.","image":"/images/ucc/helen-antonenko-5.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"pumb-begunov","tags":["Ukraine","GR","government","contact center","interview"]}}},{"node":{"fields":{"slug":"/blog/corezoid-glovo-atb/"},"html":"![\"img\"](\"/images/corezoid-glovo-atb.jpg\") | \n
|---|
April 21, 2021, Kyiv. – Glovo express delivery service has started cooperation with the largest supermarkets chain in Ukraine - ATB. The integration of a new partner into Glovo app was done based on Corezoid Hyperautomation Engine technology by Middleware Inc (the USA).
\nGlovo service, which delivers everything within the city - meals from the restaurants, products from supermarkets, goods from shops and pharmacies, continues to grow its partners' network and expand the range of products that would best suit the app users' needs.
\nThis year, an important vector of work for Glovo is the Q-Commerce division development and its multi-category offers. In all markets where the service is present, Glovo pays special attention to the integration of key local players, and in Ukraine that was ATB retail chain, which today has more than 1,200 stores in 316 cities.
\n\"I am convinced that the express delivery service, including deliveries from retail, supermarkets and pharmacies, has a great potential. Over the past year, we have managed to significantly increase the category of delivery from supermarkets, integrating to the application a number of Ukrainian stores and offering our users more opportunities.\nWe monitor the impact of delivery from retail stores on our business growth, and we can see some great results. We have supermarket-partners, where the share of sales through the Glovo service exceeds 10% of the total supermarket turnover. Today we are starting an important partnership with ATB chain and are pleased to offer a new service and experience for their customers\", – said Dmitry Rasnovsky, General Manager of Glovo in Ukraine.
\n“Our development strategy is based on our client's interests and needs. We systematically approach issues that are important to more than four million of our customers such as comfort, convenience, guaranteed quality and affordable price. We manage to solve these tasks effectively thanks to the implementation of modern innovative solutions, creation of additional customer services. Integration with Glovo express delivery service not only significantly saves our client's time, but also minimizes possible risks in context of epidemiological situation in the country (or lockdown)\"- comments the Chairman of the Board, CEO of ATB Corporation Boris Markov.
\nATB supermarket chain integration into the Glovo service platform has traditionally been implemented on the basis of Corezoid Hyperautomation Engine technology. Thanks to this technology, Glovo service quickly adds new partner's chain locations to be accessible for the clients, adapts some supermarket data to a format for Glovo application users, updates goods availability and price on time.
","frontmatter":{"date":"2021-04-21","title":"Glovo express delivery service started cooperation with ATB retail chain based on Corezoid Hyperautomation Engine","url":"corezoid-glovo-atb","description":"ATB supermarket chain integration into the Glovo service platform has traditionally been implemented on the basis of Corezoid Hyperautomation Engine technology.","image":"/images/corezoid-glovo-atb.jpg","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"glovo-rasnovsky-corezoid","tags":["delivery","food","glovo","atb","digital","core","ukraine"]}}},{"node":{"fields":{"slug":"/blog/nova-poshta-nazarov-interview/"},"html":"There are also projects on Corezoid related to the mobile application, work shift management, terminals, and others.
\nYou don't need a lot of people to work effectively with Corezoid. We trained 6 people.
\n\n\nPostomats is a good example. You come at any time, press a couple of buttons, pick up the package and leave. And you don't need to interact with anyone at all. It is especially relevant now, during a pandemic.
\n
Customers want mobility, autonomy, simplification and speed. Customers don't want to interact with office workers. Clients want to find the point of sending or receiving the “Nova Poshta” parcel as quickly as possible near them and to solve their problem with minimal effort.
\nPostomats is a good example. You come at any time, press a couple of buttons, pick up the package and leave. And you don't need to interact with anyone at all. It is especially relevant now, during a pandemic.
\nI am interested in a person's success in previous projects where he worked. It is also important that the person is a team player. I encourage the team play in “Nova Poshta”.
\nI hate the words \"corporate culture\". There is no soul in such words. I would say that our team has such a family-partner atmosphere. When everyone is rooting for a common cause, they are ready to bring something to the team. I like a more “humane” spirit, not \"corporate\".
\nKPI, T.G. Shevchenko University. But now, in the context of the coronavirus, people have the opportunity to work from home. The likelihood of finding a good specialist who has not graduated from a Kyiv university has increased. Such people work remotely perfectly.
\nFor over a year now, we have all been working remotely. There is no one in the office at all. We conducted a survey and only 5% of employees would like to return to the office. Productivity hasn't dropped in any way.
\nThere are slightly other problems: how to give employees computers to work from home, how to set up VPN access, etc.
\nI like to play tennis, I am fond of photography. Also, oddly enough, I love programming.
\nI like the movies by Quentin Tarantino. I can recommend the “4 rooms” thriller.
\n| Narcos, Netflix series | \n
Talking about the books, I recommend “Digital Vortex. How to beat digital innovators with their own weapons.”
\n| “Digital Vortex. How to beat digital innovators with their own weapons.” | \n
This is a difficult question. I think we should develop towards international logistics, strengthen the “postomats” solution, study what is happening in the field of delivery using drones and robots. I believe that the future belongs to such technologies.
","frontmatter":{"date":"2021-04-19","title":"Nikolay Nazarov, Director of the core systems department, Nova Poshta: “We manage 3000 postomats with Corezoid“","url":"nova-poshta-nazarov-interview","description":"Corezoid works as a middleware layer with business logic for managing parcel machines, integration with back-end systems, interaction with front-ends.","image":"/images/nova-poshta/nikolay-nazarov.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"mambu-corezoid-cloud-state-machine","tags":["novaposhta","logistics","postomat","novobox","innovation","digital","core"]}}},{"node":{"fields":{"slug":"/blog/foxteam-middleware-partnership/"},"html":"Kyiv, April 2, 2021 – Foxteam Digital announced a partnership with Middleware Inc. (the USA). Foxteam Digital will use Middleware technologies – Corezoid Hyperautomation Engine, Sender Communication Engine, Deepmemo Rules Engine, Control.Events to create digital products and services for its customers.
\nThe first implemented cases were projects for the online medical hub Doc.ua and the Foxtrot retailer.
\nBased on Corezoid, the Foxteam Digital team developed chatbots for making appointments with doctors through the Doc.ua service in Viber, Telegram, Facebook, Apple Business Chat messengers, as well as the functionality for communicating with the online support agent.
\nFor the Foxtrot retail network, a solution was developed for communicating with customers in messengers: user's personal account, Foxtrot discount card, order status tracking, chat with online support agent. Foxtrot has received a series of awards for innovation in retail for Viber payments and electronic receipt projects.
\n“Our employees were trained in Middleware technologies, received the necessary certificates, and we began to create solutions based on Corezoid for Foxteam Digital customers. We like the flexibility of Corezoid technology and the speed with which we’re able to solve complex integration issues, – says Vyacheslav Nekhoroshikh, CEO of Foxteam Digital. – Corezoid combines the features of Low code, BPM, API Orchestration, CRM, Campaign management, Integration platform and several other types of enterprise software. Thanks to Corezoid, we can solve almost any problem related to the business digitalization”.
","frontmatter":{"date":"2021-04-02","title":"Middleware and Foxteam Digital Announce Partnership","url":"foxteam-middleware-partnership","description":"Corezoid combines the features of Low code, BPM, API Orchestration, CRM, Campaign management, Integration platform and several other types of enterprise software. Thanks to Corezoid, we can solve almost any problem related to the business digitalization","image":"/images/foxteam-digital-logo.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"datrics-corezoid-interview","tags":["digital","core","development","partnership","transformation","foxteam","retail"]}}},{"node":{"fields":{"slug":"/blog/yelo-bank-corezoid-interview/"},"html":"| Mikail Khalilov, Head of Digital Yelo Bank | \n
I have been working at Yelo Bank (formerly known as Nikoil bank) for about 14 years, since my sophomore year at university. I started with an internship in IT: I changed printer cartridges, installed office programs, and did basic maintenance and technical support. At the same time, I began to study Core banking (marBasII), there was a space to apply my knowledge in mathematics and programming.
\nMy efforts were noticed and I got a part-time job. In the first half of the day I studied, and in the second half of the day I worked. This is how my career began in Yelo Bank. From the IT department, I moved to the Finance department, where I was working with statistics, analytics and reporting. Then I managed the Project Office for a long time, where I was engaged in the development of the Bank's internal systems, such as Core banking, BPM, DMS, payment terminals, etc. Now I run the Digital Banking department.
\nI have been fond of computers since childhood. When at High school I begged my parents during the summer vacation to buy me a personal computer. It was a classic \"Corvette\" computer.
\n| S.N.Smirnov, “Working with Oracle” | \n
The market is developing rapidly, the generations of customers are changing. The new bank name “Yelo” is a changed spelling of the English word “Yellow”. The new name stands for the bright, vibrant, new approach to banking called “Brighter Banking”. We have adopted a new strategy focused on innovation and digital banking. This is the way the “Yelo Bank” brand was born.
\nOur first projects in Digital banking were channels for online customer service: Internet Banking for Legal Entities and Mobile Application for Individuals.
\nWe started working on the mobile application with an external vendor, however for various reasons the project was not delivered on time. We’ve been working for a year, and half of the project was still not complete. We had to stop working with that company.
\nIn early 2020, I took on the responsibility of starting a project from scratch with the goal of completing it in 6 months. I started working alone and I still had to put together a team. I need to thank the management and shareholders of the bank for putting trust in me.
\nI have assembled a team of 8 people. And in May 2020, both products were available for internal testing. I would like to note that this speed was achieved thanks to Corezoid technology, thanks to the work with Middleware company and, of course, my team, who put their heart and soul into the project.
\n\n\nI would like to note that this speed was achieved thanks to Corezoid technology, thanks to the work with Middleware company and, of course, my team, who put their heart and soul into the project.
\n
At first, I was skeptical about Corezoid. While the team was shaping, I started to learn Corezoid in parallel, and even received the Corezoid developer certificate.
\n\n\nIt turned out that Corezoid is a platform that allows our business analysts to build processes without hardcoding.
\n
It turned out that Corezoid is a platform that allows our business analysts to build processes without hardcoding. Using Corezoid we built a flexible and agile architecture of the mobile banking application, so that front-end developers do not need to change anything in the interface, when they roll out a new release for the App store and Google play markets and don’t need to wait for the review.
\n\n\nMost of the functionality of the Yelo digital bank is managed by Corezoid.
\n
Most of the functionality of the Yelo digital bank is managed by Corezoid. Corezoid tells the frontend of the mobile app, which form with which fields and icons must be displayed. As Middleware shared with us, such an approach is the best practice in many international companies. Here I want to say many thanks to Sergei Zamlianoy personally, who gave me this knowledge and understanding.
\nRecently, during lunch with colleagues, we decided to add a new feature: request money from a friend. By the evening the same day, the functionality was ready. Now the client can request a certain amount from a friend, after which he will receive a push. It is enough to press the “Confirm” button, and the money is debited from the account. With our old approaches, it would take 2-3 weeks to develop such a feature.
\n\n\nWith our old approaches, it would take 2-3 weeks to develop such a feature.
\n
Just in a few months after the mobile app launch and without any advertising, 30% of all cardholders of the bank installed the mobile app. I think this is a good result.
\nAlso, these days we are planning to launch chat bots in all popular messengers using the Sender platform from Middleware.
\n\n\nAlso, these days we are planning to launch chat bots in all popular messengers using the Sender platform from Middleware.
\n
By the end of 2021, based on Corezoid we want to build mobile banking solution for Legal Entities. We also plan to launch web-based Internet banking for Individuals in August 2021. We plan to use the approach of dynamically resizing frontends to launch fast. There are also many other useful services that are being developed in parallel: insurance sales, online lending, quick money transfers, etc.
\n\n\nBy the end of 2021, based on Corezoid we want to build mobile banking solution for Legal Entities.
\n
We also continue to integrate our internal and external systems with Corezoid, for example, payment terminals, sms-push providers, etc.
\nOne of my favorite movies is “Revolver” with Jason Statham. This is a film about the path to enlightenment, about going beyond, overcoming fears. Also I advise you to watch the documentary \"Samadhi\".
\n| “Revolver” movie | \n
I like reading articles about successful businessmen, Japanese culture, about the approaches to work in Toyota company. The book “Lean Startup” (Eric Ries) helped me a lot. I can also recommend books by Robert Kiyosaki: “Rich Dad Poor Dad”, “Cash Flow Quadrant”.
\n| The Lean Startup, Eric Ries | \n
Redwood – Kyiv. March 24, 2021 – Bank Vostok, together with technology partner Middleware (the USA) announced the launch of Google’s Business Messages support for its clients. The new solution allows users to start chatting with the bank directly from Google services: Google Maps, Google Search.
\nFor example, a person who is looking for a Bank Vostok card issuing point on Google Maps or Google Search will be able to immediately enter the chat and ask questions to the Bank Vostok support service. Google's Business Messages is available by default on all Android devices and all iOS devices that have Google Maps.
\nTo start chatting through Google’s Business Messages, you need to click on the “Message” icon in Google Maps or search results or select the appropriate setting in the mobile application. Chatting has its advantages: a self-service menu, asynchronous communication, storage of the history of interaction, integration with payments, etc.
\n“In 2019, Corezoid was certified by Apple as the Messaging Service Provider for Apple Business Chat. Recently we’ve have become a Messaging partner for Google’s Business Messages as well. Also, the Corezoid Bot Platform supports working with Viber, Telegram, Facebook Messenger, WhatsApp for Business, Line, WeChat, Sender and any other open API platform. Working with instant messengers is a good first step to build a “digital core” based on Corezoid”, – says Max Bondar, Chief Product Officer at Middleware.
\n“Google Business Messages is a new opportunity for our clients to communicate with the Bank effectively. We are deeply honored to be one of the fist banks in Ukraine to have integrated Google Business Messages support for our clients in cooperation with our tech-partner Middleware. Taking into account the preferences of our clients and strategy of the Bank, namely innovative technologies development, we are focused on digital channels and services, for round-the-clock support a client is able to choose any convenient communication channel, e.g. Viber, Telegram, and now Google. It is very important for us to provide convenient and easy-to-use communication channels, if a client communicates and operates through digital channels”, – says Iryna Kaspich, Bank Vostok Chief Technology Officer.
","frontmatter":{"date":"2021-03-24","title":"Bank Vostok launched Google Business Messages support powered by Corezoid Hyperautomation Engine","url":"vostok-bank-google-business-messages","description":"Google Business Messages is a new opportunity for our clients to communicate with the Bank effectively. We are deeply honored to be one of the fist banks in Ukraine to have integrated Google Business Messages support for our clients in cooperation with our tech-partner Middleware.","image":"/images/vostok-bank-google-business-messages.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"datrics-corezoid-interview","tags":["banking","fintech","google","business","chat","bot","platform"]}}},{"node":{"fields":{"slug":"/blog/datrics-corezoid-interview/"},"html":"| Anton Vaisburd, Datrics.ai co-founder | \n
I was born and spent most of my life in Kharkiv, Ukraine. I studied at the Faculty of Mechanics and Mathematics of the V.N.Karazin University. I've always been fond of mathematics. My mother and I created an Olympiad mathematics studio for children in Kharkiv, and it still works. Almost 3,000 kids are studying there every month.
\n| Children study at “Fizmatic” studio in Kharkiv | \n
Yes. I have won the Ukrainian Mathematical Olympiad 4 times. And there were also tournaments, math-battles in Ukraine, Russia. Then I went for a short time to study in Sweden, in the city of Växjö, studying mathematics in relation to finance. I became interested in the topic of liquidity risk management, financial models. At one point, I got a job at Barclays, led a team of analysts, studied predictive models.
\nYes. I started working for the Softserve company. In 3 years my team has grown from 3 to 30 people. And I thought: \"Why is there such a rapid growth?\" I realized that almost any business process in a large organization can be improved with the help of analytics and machine learning. For example, lending, inventory management, marketing campaigns.
\nHow a decision to issue a loan is made in large companies? These are very simple rules: a few calls to the credit bureau, a basic analysis of the client's profile, and that's it. But you can work much more efficiently. For one of Datrics' clients, we have increased the quality of his loan portfolio by 40% through machine learning and more sophisticated math models.
\nI can also give You an example from the inventory management space. How does a company manager understand how many pens, carts, and so on to order for sale? Often these decisions are made \"manually\". Manager looks at how much was sold last week, well, then you need to order the same amount for next week. Mathematical models allow us to make such decisions much more precisely.
\n\n\nThere are not enough programmers in the whole world to build all those mathematical models that businesses need.
\n
While working at Softserve, we saw how fast the demand for analytics and machine learning was growing. There are more and more projects where analysts and ML developers are in demand. Yes, companies can hire developers in Eastern Europe, in India, but still the number of developers is growing linearly and the demand is growing exponentially. There are not enough programmers in the whole world to build all those mathematical models that businesses need.\nWe realized that this gap needs to be fulfilled somehow. Datrics is the solution to close that gap between supply and demand. We enable existing employees to work on mathematical models with minimal involvement of programmers and data scientists. With this idea, we created Datrics. First of all, we focused on machine learning for financial services, since our team already had experience in modeling financial risks.
\n\n\nWe enable existing employees to work on mathematical models with minimal involvement of programmers and data scientists.
\n
We have 3 founders. I met Volodymyr Sofinsky 7 years ago while working at Barclays. Then we worked at Softserve together. I was in charge of P&L and operations management of our team, and Volodymyr was in charge of the data science part. Another co-founder is Kirill Kirikov, we have been friends for the last 13 years, since studying at the University in Kharkiv. Prior to joining Datrics, Kirill was a CTO and co-founder of 4irelabs, one of the outsourcing companies in Kyiv.
\nFormally, we incorporated in May 2020, but we began to develop ideas and create prototypes in 2019. Now we have 12 full-time employees, and we continue to hire several more employees per quarter. Basically, they are technical specialists. We have almost no random people in the team. We work with people whom we know personally from the university, from previous jobs.
\nNo. We are building a completely online, decentralized, distributed team. People work from the USA, Indonesia, Ukraine.
\nThe first client came to us from the same outsourcing company in Kyiv, where Kirill Kirikov worked. His name is Mario, and we met at a time when we only had an idea of the product. Mario listened to us, nodded, and said that our pitch was awful, but he liked the idea. A few months later, Mario became our first client, and we became friends.
\nWe have developed algorithms for finding anomalies and predicting changes in cryptocurrency price quotes.
\n\n\nWe reduce the time from raw data to getting value for business
\n
Yes. Datrics is a horizontal platform for different industries. We reduce the time from raw data to getting value for business. These can be insights, forecasts, more accurate calculations. Datrics has templates that can be easily modified and adapted to the specifics of the business. Of course, we have many templates for the financial services, in particular, for credit risk management.
\nUsually we make the first kick-off call. We start not with what Datrics does, but with what the client is doing, what are his goals and KPIs. After such a conversation, it becomes clear whether we can really help the client. If not, then we try to recommend a partner who can help.
\nIf we see that Datrics can solve client's problem: save time, make more money, or something else, then we start discussing how we will work. We usually offer a free web-trial so that the client could upload his data sets (which can be depersonalized), try to do something with his data.
\nYou can install Datrics anywhere: on premises or in any cloud. The data stays on customer servers and never leaves the company perimeter during the production use. We provide education, training, support. With each client, we have a dedicated communication channel to regularly check if everything is ok, understand the client's needs, develop additional features if the same requests keep coming from different clients.
\nOur buyers are heads of businesses, heads of units, for example, the Head of Risk management. We say: \"Your analytics and credit scoring iterations will cost 2 or 3 times cheaper, and You will launch 2 times faster.\" With Datrics, the customer integrates different data sources much faster and begins to get business value.
\nWe launched projects with fintech companies in 4 days. Dealing with the banks is a more complicated thing. Even if the bank really wants to get started, then all the approvals take from 6 to 18 months.
\nFirst of all, we do founder-driven sales. So far, no one can tell about the product better than ourselves. And no one will dive so deeply into the client's problems and create scalable solutions tailored to the client's needs. At the same time, Datrics has enough ready-made templates, for example, algorithms for credit risks modeling. In such cases we arrange the work through partner channels and system integrators who are able to work according to standard schemes.
\nThe USA, the UK, Ukraine, Singapore.
\n\n\nBusiness analysts can work both with Datrics and Corezoid. I read a Gartner study which said that by 2024 65% of people in large enterprises will live in the low code\\no code paradigm and will be able to use technologies such as Corezoid, Datrics, etc. And now there are only 1-2% of such people.
\n
Datrics and Corezoid technologies rely upon the same ideological concepts. We are talking about business process automation. And I really like the idea of Corezoid, when a business process is decomposed into separate components. Each piece of the business process is a separate independent item, for which a dedicated employee is responsible, and it all adds up to such a huge live puzzle. Datrics could be one of the pieces of such a puzzle.
\nWe are very comfortable integrating with Corezoid through the APIs. And we understand that there is no competition at all, our technologies complement each other. Actually, that's why we even made a template for integration with Datrics and published it on Corezoid Marketplace.
\nBusiness analysts can work both with Datrics and Corezoid. I read a Gartner study which said that by 2024 65% of people in large enterprises will live in the low code\\no code paradigm and will be able to use technologies such as Corezoid, Datrics, etc. And now there are only 1-2% of such people.
\nAnd this is logical. There are not enough professional programmers in the whole world to solve all the problems that the business needs to solve.
\nIn addition to the human resource factor, technological factors also play in our favor: there is no need to maintain a spaghetti-styled siloed legacy software, no need to puzzle over building the proper analytics, no need to throw complex technical specifications and bug reports from business to IT and back. I think our approaches will become the dominant paradigm soon.
\nIn the meantime, programmers, data scientists are such unique people, there are few of them, everyone needs them. But you can solve the problem in a radically different way, and not by training more people to program.
\n\n\nWe are very comfortable integrating with Corezoid through the APIs.
\n
Y Combinator is a unique place on the planet, where every startup dreams to get at the initial stages of its development. As we now understand, before Y Combinator, we lived a quiet and a calm life. We worked a lot, but now we work even harder.
\nY Combinator is one of the significant milestones in the development of Datrics. And it's not even about money or some kind of quality mark from Y Combinator, it is a recognition that we are thinking in the right direction. This is an opportunity to be a part of a community of 2500 companies that have already solved issues similar to ours and can share their experience. This whole process at Y Combinator is not designed to raise money from investors, but rather to make our product better, to turn it from an idea into a large-scale business.
\nWe are in a zone somewhere between large-scale corporate IT solutions and small services that can narrowly solve one problem. We provide a simple data management tool for business analysts and domain experts. We speak the same language with business analysts. We build such a user experience so that a person can switch from working with data in Excel or Google Spreadsheet to working with data in Datrics.
\n\n\nWe build such a user experience so that a person can switch from working with data in Excel or Google Spreadsheet to working with data in Datrics.
\n
Another advantage of Datrics is that we easily integrate into the existing IT infrastructure of the client. As soon as Datrics appears in the company, business analysts and experts no longer need to involve IT, when working with data or ask colleagues to deploy some additional IT-tools.
\nHonestly, no. We just made it convenient to work with well-known algorithms in the world of mathematics. In the situation, where businesses are still confused how to benefit from their data, smart application of machine learning and mathematical models to almost any business process has a positive effect.
\nFirst, the crisis with analysts and machine learning engineers is now becoming more and more tangible. If earlier it was still possible to hire a team in India, Argentina, Ukraine, Belarus, now these teams can’t be accessed in the required quantity. This is a pain for business now. And there will be even more pain in a year, and impossible pain in two years.
\n\n\nThis is a pain for business now. And there will be even more pain in a year, and impossible pain in two years.
\n
Second, the technology we use to develop Datrics simply didn't exist in such form a few years ago. The cost of creating enterprise software has dropped in recent years. Even 10 years ago, a platform like Datrics would have had to be developed for 5-10 years by a huge team. We did it with a small team in one year. All these cloud native tools, Docker containers, distributed computing, Python, Dask, etc. greatly facilitate our mission.
\n\n\nThe cost of creating enterprise software has dropped in recent years. Even 10 years ago, a platform like Datrics would have had to be developed for 5-10 years by a huge team.
\n
These 3 months of working with Y Combinator are very difficult. We work 15 hours a day. But it's worth it: meeting with clients, working on a product, communicating with founders of outstanding companies. I manage to allocate time for sports, in Kyiv I go to SmartAss for crossfit, high-intensive training.
\nI was impressed by the book “Crossing the Chasm” by Geoffrey Moore. I also love science fiction: Ray Bradbury, Max Fry, Roger Zelazny. Y Combinator has a lot of useful videos on public YouTube channel, that I watch in my spare time.
\n“Middleware technologies will allow “Credit Dnipro” Bank to build enterprise \"digital twin\" and become a \"smart company\", – said Founder and CEO of Middleware company Alexander Vityaz. \n“Credit Dnipro” Bank is Ukrainian commercial bank, whose beneficiary is Alexander Yaroslavsky, Ukrainian businessman (TOP-10 Forbes Ukraine 2020), owner of the DCH group (www.dch.com.ua), which manages the assets in finance, manufacturing, transport, construction and other industries. \nThe bank is included in the TOP-20 financial institutions of Ukraine in terms of gross assets and in accordance with the classification of the National Bank of Ukraine is in the group of banks with private capital. As of January 1, 2021, the bank's assets amount to UAH 13,028 million, the authorized capital is UAH 3,587 million. ","frontmatter":{"date":"2021-03-01","title":"Credit Dnipro Bank started building a new digital ecosystem","url":"credit-dnepr-building-digital-core","description":"We plan to revamp the logic of the bank's digital core in the coming months and create one of the most dynamic banks in the country where the development of a new or modification of any old business process will take only a few hours.","image":"/images/credit-dnepr-digital-core.png","lang":"en","category":["Use cases"],"subcategory":["Enterprise"],"next":"mambu-corezoid-cloud-state-machine","tags":["banking","transformation","digital","core","fintech","api"]}}},{"node":{"fields":{"slug":"/blog/uklon-corezoid-interview/"},"html":"
Vadim, how Uklon started?\nUklon appeared in 2010, when our founders worked in one of the IT companies. They often ordered pizza online. At some point they thought, why is it not possible to order a cab over the web? At that time, people used to call a cab by calling a dispatcher by phone. First, Uklon launched as a website, and a little bit later, a mobile application appeared. In the beginning, our mobile app was “monolithic”. Since last year, we have switched to microservices and became more flexible. \nWhat are the “microservices”?\nI like the analogy with a house, a high-rise building from the 90s. If the house had a problem, let’s say started “shaking”, then to fix it you needed to rebuild everything from scratch. You can’t do much, when dealing with a monolith built from concrete. Microservices are like Lego bricks. When changing a part of the application, you have no risk of damaging the entire ecosystem as a whole. \nFor example, now we have a separate microservice responsible for communication. I believe that communication with customers is a strong feature of Uklon that sets us apart from the competition. \n\n\n Why is communication a strong feature of Uklon?\nOf all the ride hailing services, only Uklon has a team in Ukraine that manages communication with customers. Our international competitors have very small or no local marketing teams. At Uklon, we create strategies for communicating with customers locally, well understanding the specifics of the Ukrainian consumer. \nPreviously, we did all mailings to clients manually. It was complicated. We work in 21 cities of Ukraine. The customer base is very different. Thanks to Corezoid, we have automated all communication with the clients. The customer's life cycle was divided into 8 different stages. Communication at each stage of the funnel have their own KPIs. \n\n\n A person's trip, from the moment when he just thought about it, to the moment when he got out of the car and gave a rating to the driver, is a series of micro-moments. It is very important to communicate with the client in real time. For example, on average, after a person has calculated the cost of a trip, he presses the “Find a car” button within 6 seconds. If we see that this time is longer, then there is a high probability that the person is a \"switcher\". \nWho is a \"switcher\"?\nThis is a user who went to calculate the price of a trip from competitors and there is a possibility that he will \"switch\" to their service. At this very moment it is important to communicate with a person, offer him a discount, bonus or something else to persuade him to stay in Uklon. It is super-important for business. \nWhat other segments are there in Uklon?\nI will not reveal secrets. Highlevel, we have the following stages: a person downloaded an application, plans to become a client, but has never ordered a car. A person ordered a car for the first time - and here the task is to make him a regular customer. A person consistently uses our service. The person actively used Uklon, but recently less and less, and there is a risk of leaving. The user has stopped using application X days ago. At each of these stages, we have set up our own rules for communication with clients. \nHow did you learn all this? Do you use any of the techniques described in the books? Or is it your creative search with the Uklon team?\nWe do a lot of creative search within our team. We have a very strong team. When we send something to a client, we enter his comfort zone. You need to be careful here. You know, for example, there are well-bred dogs. They do not make sudden movements. If they meet another dog on the street, they first carefully sniff, and only then begin to play. And there are dogs that, although friendly, but swoop in right away, scare other dogs, and they either start snarling or run away, but no longer want to play. \n\n\n Communication with clients is a very intimate thing. Part of our team moved to Uklon from METRO, for example, our Head of CRM Elena Orlova. Back at METRO, we found out how difficult it is to send the right message to the right customer at the right time. One careless step - and people just unsubscribe from you. \n
Can you give an example of successful communication at Uklon?\nWhen we sent out communication in the old way, manually, the conversion rate was around 4-6%. I mean people who made the trip after communication. When we automated mailings using Corezoid and thanks to real-time communication, our conversion increased 2 times. Integration with Corezoid gave Uklon almost 13th month in business volume. \n\n\n Please, tell me more about your team in the marketing department?\nUklon employs about 150 people. Usually, we divide the company into 2 parts. We have Uklon Tech. This is the department that deals with software development and support functions (business analysts, project managers, etc.). At Finance, we have administrative functions. In Operations, we have the 1-st line of support, which we are very proud of, a regional development team, key partners team, and our 12-person marketing department. \nIn marketing, the team is divided according to the principle of the customer life cycle. We attract new clients mainly through digital channels. There are people who work with the 1-st stage of the funnel: these are customers who either don't know anything about Uklon yet, or have heard, but have not tried it yet. \nThe work of these people ends at the stage of attracting people to the mobile application. Next, our task is to involve people in using Uklon and make them regular customers. This is already the task for the growth\\retention team. At this stage, we work together with the art director, marketing communications staff in order to convert leads into loyal customers with minimal costs. \nWe work a lot with social media. We have almost 700,000 followers on Facebook, good Instagram coverage. At TikTok, we are one of 5 brands in Ukraine that were able to reach over 1.5 million views with a small investment. The task of social networks is to involve people in what we do, to make them fall in love with our service. Also on social networks, we talk about new features and success in our social projects. \nWe have also launched a customer experience project this year. We will start measuring the NPS index, and learn more about why people stop using Uklon. This way we can constantly improve our churn models. \nCan you define who you consider to be a “lead”? Who do you consider to be a “client”?\nWe have simple definitions. Lead is the person who shared his contacts with us. For example, a person, that downloaded the application and registered, but have not made a single trip yet. A “client” is a person who has made at least one trip. \nWho is the “dream client” for Uklon?\nWe have such a concept as “permanent client”. This is a person who has fulfilled his “travel quota” within 30 days. There is a lot of talk nowadays about working with “unit economics”. We strive to understand the profitability of each individual client, and not of a group as a whole. This approach will make it possible to work with every customer personally. \nWhat technology stack are you using in the company, besides Corezoid?\nWe have a corporate Google GSuite package. We use Gmail, Hangouts, Drive, of course. Our corporate messenger is Slack. Also we use Telegram to talk with those whom we cannot include in Slack. \nHow do you attract the best talents to work at Uklon?\nIt's not easy, because there is a perception that Uklon is a taxi company. This is not true. We have no cars or drivers. We have a software development office, marketing team and so on. Uklon is a full-fledged IT product company. Our HR and marketers are focused on building an employer brand these days. \n
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![\"img\"](\"/images/show-room-amazon-reinvent.jpg\")
![\"img\"](\"/images/amazon-reinvent-swat-shirts.jpg\")
![\"img\"](\"/images/Ellen-Fang-SnapLogic-Field-Marketing-Manager.jpg\")
![\"img\"](\"/images/e-mail.png\")
![\"img\"](\"/images/email-twillio.png\")
![\"img\"](\"/images/solutions-corezoid.jpg\")
![\"img\"](\"/images/discussing-steps-amazon.jpg\")
![\"img\"](\"/images/amazon-iot-button.jpg\")
![\"img\"](\"/images/tea.jpg\")
![\"img\"](\"/images/amazon-reinvent-leads.jpg\")
![\"img\"](\"/images/state-machine-example.jpg\")
![\"img\"](\"/images/hardcoding.png\")
![\"img\"](\"/images/corezoid-approach.jpg\")
![\"img\"](\"/images/corezoid-process-sample.jpg\")
![\"img\"](\"/images/smart-house.jpg\")
![\"img\"](\"/images/smart-house-2.jpg\")
![\"img\"](\"/images/iot-smart-devices-home.png\")
![\"img\"](\"/images/smart-plug.jpg\")
![\"img\"](\"/images/sender-admin-interface-form-builder.png\")
![\"img\"](\"/images/corezoid-process-diagram.png\")
![\"img\"](\"/images/corezoid-test-process.png\")
![\"img\"](\"/images/add-lead-to-bitrix.png\")
![\"img\"](\"/images/corezoid-code-example.png\")
![\"img\"](\"/images/corezoid-connect-to-api.png\")
![\"img\"](\"/images/voximplant-change-call-time-to-moscow.png\")
![\"img\"](\"/images/voximplant-send-sms-night-time.png\")
![\"img\"](\"/images/corezoid-voximplant-robot-call.png\")
![\"img\"](\"/images/voximplant-create-call.png\")
![\"img\"](\"/images/voximplant-callback.png\")
![\"img\"](\"/images/send-message-via-telegram.jpg\")
![\"img\"](\"/images/anton-vityaz.jpg\")
![\"img\"](\"/images/corezoid-vs-bpm-scheme.jpg\")
![\"img\"](\"/images/nikolai-mikhno.jpg\")
![\"img\"](\"/images/max-popov.jpg\")
![\"img\"](\"/images/corezoid-vs-bpm-points.png\")
![\"img\"](\"/images/corezoid-telegram-architucture.png\")
![\"img\"](\"/images/telegram-state-machine.jpg\")
![\"img\"](\"/images/corezoid-dashboard-for-telegram-bot.png\")
![\"img\"](\"/images/show-statistics.png\")
![\"img\"](\"/images/customer-funnel.png\")
![\"img\"](\"/images/copy-process.png\")
![\"img\"](\"/images/add-channel.jpg\")
![\"img\"](\"/images/sender-pizza.png\")
![\"img\"](\"/images/sender-taxi.jpg\")
![\"img\"](\"/images/sender-notification.jpg\")
![\"img\"](\"/images/sender-money-transfer.jpg\")
![\"img\"](\"/images/sender-top-up.png\")
![\"img\"](\"/images/sender-contact-list.jpg\")
![\"img\"](\"/images/ui-vs-ux.jpg\")
![\"img\"](\"/images/messender-platform.jpg\")
![\"img\"](\"/images/messenger-functions.jpg\")
![\"img\"](\"/images/telegram-bots.jpg\")
![\"img\"](\"/images/telegram-hot-or-bot.jpg\")
![\"img\"](\"/images/line-pay.jpg\")
![\"img\"](\"/images/sender-vs-others.png\")
![\"img\"](\"/images/how-privatbank-uses-corezoid.jpg\")
![\"img\"](\"/images/corezoid-email-process.jpg\")
![\"img\"](\"/images/corezoid-email-campaign-process.jpg\")
![\"img\"](\"/images/corezoid-restoring-communications-with-customers.jpg\")
![\"img\"](\"/images/corezoid-online-chat.jpg\")
![\"img\"](\"/images/corezoid-call-center-call-routing.jpg\")
![\"img\"](\"/images/corezoid-call-center-ivr.jpg\")
![\"img\"](\"/images/corezoid-cloud-os-city.jpg\")
![\"img\"](\"/images/corezoid-example-process.jpg\")
![\"img\"](\"/images/chaos-order.png\")
![\"img\"](\"/images/business-processes.jpg\")
![\"img\"](\"/images/inspiration-of-programmers.jpg\")
![\"img\"](\"/images/smart-cities-corezoid.jpg\")
![\"img\"](\"/images/cat.jpg\")
![\"img\"](\"/images/client-states.jpg\")