Consumer Fintech · GTM Strategy · 0-to-1
Beyond the Signup at Jago Merchant
- Role
- GTM Strategy, MBA Internship
- Stakeholders
- Strategic Partner, Jago Product, Jago Marketing, Jago Data Analytics
- Scope
- New merchant product launch, 0 to 500K+ users
- Outcome
- 500K+ users · $6.5M+ in deposits · became MFS's core analytics framework
The problem
Bank Jago wasn't really a bank, it was a startup wearing a banking license. A veteran Indonesian banker had bought a small local bank and rebuilt it from scratch: new tech stack, new business model, startup culture. I joined a team tasked with launching MFS, a merchant financial services product, from zero, in a genuinely high-ambiguity environment, no existing playbook, no established user base, building the go-to-market motion as we went.
What I did
The team's entire focus was on app signups. I saw the risk in that early: downloads and registrations are vanity metrics if nobody sticks around to actually use the product. Growth isn't the same thing as value, and I made the case that we needed to know the difference before we scaled the wrong thing. I built an RFM-based segmentation model, recency, frequency, monetary value, and used it to define four real user archetypes: Idle Users, Savvy Transactors, Super Savers, Power Users. That wasn't just an analytics exercise, it changed how the whole team worked. I partnered with data analysts and product to consolidate engagement data across channels, designed the dashboards and tracking templates, and set up a Mixpanel-based plan so behavior monitoring wasn't a one-time study, it became ongoing infrastructure. Then I worked cross-functionally with our Strategic Partner, Jago Product, and Jago Marketing to shape messaging and re-engagement plays around each archetype, instead of one generic push toward more signups.
The result
The segmentation framework became the core analytics model for MFS post-launch, directly supporting growth to 500K+ users and over $6.5M in deposits. More than the numbers, though, it shifted the team's whole definition of success from volume-first to value-first, the same instinct I still lead with today: usage isn't impact, and knowing the difference is the actual job.