CreditAccess Grameen has one of the lowest cost structures in the industry, CTO

The microfinance institution (MFI) CreditAccess Grameen (CA Grameen) has to walk a tightrope of operating in the rural and semi-urban areas and at the same time offering scale, speed, and security. The company’s mobile-first, Kubernetes-based architecture now powers millions of daily transactions even in bandwidth-constrained rural areas—reflecting how digital inclusion can be engineered for scale and resilience.

In this conversation, Sudesh Puthran,the CTO of CreditAccess Grameen shares how the institution’s digital onboarding, data lake architecture, and AI-driven security operations have resulted in both efficiency and outreach. He discusses the integration of IT and business, the use of low-code platforms for rapid innovation, and how the organization is embedding ESG goals into its tech strategy.

The MFI has also been able to achieve tangible RoI from their digital initiatives, while it is also planning experiments with GenAI for risk management and customer service. Edited Excerpts.

What were the most transformative IT initiatives—especially digital onboarding and assets containment—during H1 2025-26? What tangible RoI and efficiency gains did these achieve?

Guided by our mobile-first mindset, we engineer technology that  evolves with purpose. Expanding access to credit is central to CA Grameen’s mission wherein we have focused on building a resilient digital foundation to streamline onboarding and safeguard assets. Our mobile-first, Kubernetes-based architecture now handles 2-3 million transactions and over 1 lakh loan applications daily, even in rural areas with limited bandwidth. In the competitive lending landscape, speed is critical. We have digitized end-to-end workflows across business teams, making onboarding and loan processing seamless for both customers and employees. API-led integrations allow us to partner quickly with fintechs and adapt to regulatory changes while real-time insights from our centralized data lake enable faster, data-driven decisions.

Complementing these capabilities, our AI-driven 24×7 Security Operations Centre (SOC) and scalable cloud setup keep our systems secure and ready to support envisioned growth.

Continuous technology investments over the years are yielding results with reduced manual errors and improved accuracy. We are continuously adding 75,000–80,000 customers monthly with one of the lowest cost structures in the industry, reinforcing our position as a technology-driven leader in financial inclusion.

How did your team structure (tech, field, credit, analytics) enable rapid scale and improved risk management?

At CA Grameen, IT and business functions are closely integrated, to accelerate meaningful results. Our culture emphasizes co-creation, from ideation to implementation. Leveraging low-code platforms, we design and deploy solutions quickly, bringing products to market faster. Real-time credit decisioning engines embedded in every loan process allow us to  scale responsibly. Centralized data lakes, marts, and early warning systems provide actionable insights, enabling teams to monitor and mitigate risks proactively. By combining collaboration, technology, and analytics, we ensure that IT drives sustainable impact across the organization.

Which specific challenges, including regulatory guardrails or environmental factors, did IT help address in microfinance operations?

IT at CA Grameen plays a critical role in navigating regulatory, operational, and sustainability challenges. Microfinance industry-led guardrails introduced last year were effortlessly implemented through our business rule engine, streamlining complex credit decisions while balancing speed and risk. Beyond operations, ITdrives ESG compliance: we collaborate with data center partners to progressively adopt renewable energy, reduce carbon footprint, and improve resource efficiency. Additionally, digital processes minimize paper usage and optimize field operations, embedding sustainability into daily practices.

What influenced your technology/vendor selections, and what capabilities were vital in this transformation?

The most important criteria for selecting technology vendors is their ability to understand our business and empathize with our mission where we serve the bottom of the social pyramid. Vendors needed strong expertise in modern technology frameworks such as microservices, artificial intelligence, machine learning enabling us to expand the business, improve operational efficiency, and manage risk effectively.

Finally, the partnership had to be mutually beneficial, with vendors offering a clear roadmap for both functional enhancements and technology innovations, ensuring  long-term growth and alignment.

What digital strategies and upgrades are top priorities for H2 2025-26, especially regarding retail finance and risk controls?

For the coming year, our top digital priorities focus on driving business impact while keeping the customer at the center.

First, we aim to continue digital transformation initiatives across the organization, improving efficiency and effectiveness across all business functions. Second, we plan to experiment with the latest technologies, particularly Gen AI and AI, to assess their real business value. Meanwhile successful Gen AI Proof of Concepts (PoC) projects, especially in risk management and customer service, will be moved into production to enhance customer experience, strengthen controls, and improve overall business resilience.