How an Interim CTO Helped Reshape a Chaotic IT Landscape into a Business-Oriented Ecosystem

When a mid-sized microfinance company many years ago approached me to implement a CRM system, I quickly realized that the task was much larger. Their technology stack was a collection of uncoordinated systems deployed over time in response to isolated needs. Rather than rushing into another implementation, I proposed a deeper engagement: a full IT audit and the development of a transformation roadmap aligned with the company’s business goals.

Step 1: Defining Scope and Objectives

The first step was to define clear boundaries. We excluded internal infrastructure support and peripheral systems to focus on the company's core process: issuing loans secured by assets. The objective was to enable the business to scale through systematization, automation, and better data exchange.

Step 2: Audit of Current State

We conducted a deep audit of the existing IT landscape and business processes. The findings were typical of fast-growing businesses:

• Fragmented systems (CRM, accounting, call center, spreadsheets)
• Manual data duplication across platforms
• Lack of real-time analytics
• Disjointed communications via Telegram
• Paper-based documents stored as scanned files

Step 3: Identifying Core Problems

We cataloged over 30 high-impact issues, such as:

• CRM not integrated with telephony or marketing
• Inconsistent client data with no full history available
• No automation in underwriting or risk assessment
• Limited or no analytics for customer behavior and loan lifecycle
• Inefficient communication between departments and systems

Step 4: Designing the Target Architecture

We created a blueprint for a leaner, integrated system architecture, centered around a new CRM (Bitrix24) and digital portals:

• Replace fragmented CRM and manual systems
• Introduce client and partner portals for self-service
• Integrate telephony (MangoOffice) and accounting (1C)
• Enable automatic data sync between subsystems
• Set up full loan lifecycle and risk history in CRM

Step 5: Agile Implementation by Sprints

The implementation was broken into quarterly phases with 2-week sprints. Each sprint delivered functional outcomes, immediately demoed and integrated:

• Phase 1: CRM migration, core client and contract entities, call center integration
• Phase 2: Client and partner portals (PWA), automation of loan applications and status updates
• Phase 3: Integration with Brainysoft for underwriting, with 1C for financials
• Phase 4: Automation of collections, segmentations, marketing triggers
• Phase 5: AI underwriting assistant and reporting tools

Step 6: Monitoring Progress and Measuring Impact

Each phase concluded with a progress review focusing on budget, timeline, and business KPIs:

• Reduction in manual effort by 40% in the first 6 months
• Integration time for new leads reduced from 2 minutes to under 10 seconds
• Full traceability of client communications and transactions
• Management visibility into pipeline, collections, and marketing ROI

CTO as Strategic Integrator

In such engagements, a CTO is not just a technologist. They are a systems thinker, a process architect, and a strategic enabler. Acting as a interim CTO, I helped transform disconnected tools into a business-aligned platform, unlocking growth and operational resilience.

This approach can be reused in similar contexts where technology is growing faster than the organization’s ability to manage it.