INTRO
RazorpayX is a high-consideration neobanking product, but its onboarding experience was failing at a critical juncture. After receiving Principle Approval (PA), merchants were left completely in the dark. With zero visibility into their application status and a support SLA of 3-4 days, merchants were forced to rely on manual sales calls for updates.
During an intense 3-day internal hackathon, I designed a one-stop application tracker across all Razorpay products to eliminate these communication leakages, reduce internal manual labor, and drastically improve funnel efficiency.
STATUS
Proposed concept
TYPE
Mobile Redesign
B2C / UGC
Publishing
TOOLS
Figma
Notion
Problem
The onboarding flow left merchants completely in the dark after Principle Approval.
Zero status updates caused a massive 52% funnel drop-off and forced heavy manual intervention from inside sales.
Solution
I designed a unified application tracker for real-time onboarding updates.
A centralized dashboard with clear ETAs, scheduled call times, and self-serve resolution reduced friction throughout the experience.
Impact
Designed to capture the 52% funnel drop-off by setting clear expectations. Manual overhead was slashed by automating status communication. Unlocked seamless ecosystem cross-selling for approved merchants.
Final screens
Process
THE PROCESS
In a 3-day hackathon, you can't afford deep discovery. I let the data drive the architecture.
Before jumping into Figma, I ran a highly targeted, convergent-divergent sprint to ground the redesign in actual user friction.
Data Validation
Bypassed exploratory research and went straight to funnel analytics, pinpointing the exact leak: the post-Principle Approval (PA) stage causing a 52% drop-off.
Flow Mapping
Mapped the "Happy" and "Unhappy" paths, building fallback routing (like a "Click to Call" button) so the UX wouldn't break if backend updates were delayed.
System Assumptions
Defined strict operational constraints first. The UX required real-time backend data syncs and internal teams strictly adhering to Turnaround Times (TATs).
Rapid Prototyping
Moved directly into Figma to build a high-fidelity tracker accessible natively on the Razorpay dashboard or via a mobile link.
THE FRICTION
Merchants were essentially blindfolded for 50% of the onboarding process.
Before this hackathon, the validation data revealed a glaring hole in the Current Account funnel.
Once a merchant completed their initial bank forms, the product simply stopped talking to them. There was no progress bar, no "Click to Call" button, and no estimated timeline. When users are dealing with their business finances, silence causes panic. That panic resulted in over half of our acquired merchants abandoning the process for a competitor or getting stuck in KYC purgatory.
Design upgrades
DESIGN UPGRADE - NAVIGATION RESTRUCTURE
Stop relying on inside sales to tell merchants what happens next.
Customers adopting a new neobank are unfamiliar with the subtleties and timelines of financial onboarding. They shouldn't have to wait 3 to 4 days for a support ticket resolution just to know if their form was received.
Real-time progress tracking: I introduced a centralized tracker that actively shows the merchant their current stage, the number of steps remaining, and a concrete ETA for completion.
Predictable communication: To build trust, the tracker explicitly tells the merchant who is going to call them, when to expect it, and from what number.
DESIGN UPGRADE - ELEVATING PREMIUM SUBSCRIPTION
Turn rejections and KYC blockers into immediate action items.
When an application was placed on hold or rejected by a bank partner, the merchant previously had no way of knowing without manual intervention.
Bypassing the support queue: I designed the platform to instantly flag exactly why an application is stalled.
Empowering the merchant: Instead of waiting for an email, the merchant can review the deliberation, correct the required documents, and immediately resume their application directly from the dashboard.
SYSTEM ARCHITECTURE & ASSUMPTIONS
A tracker is only as good as the real-time data feeding it.
Because this was a fast-paced hackathon, I had to define the strict technical and operational assumptions required to make this UX a reality.
The Happy Flow: Real-time data must be seamlessly passed to the platform from all Razorpay product verticals, and internal teams must adhere to strict Turnaround Times (TATs).
The Unhappy Flow: A delay in updating the current status on the backend would instantly break the illusion of control, leading to deeper confusion and a severely degraded user experience. The system requires fallback mechanisms to connect the user to their respective Point of Contact (POC) if automated updates fail.
Results
MEASURING SUCCESS
Did we actually reduce manual overhead and increase account opens?
f this hackathon concept were moved into the production pipeline, success would be measured by both operational efficiency and user conversion.
Here is exactly how I would measure the business impact:
Are we closing the drop-off gap? I'd track the conversion rate from Principle Approval (PA) to Account Open, looking to capture a significant portion of that lost 52%.
Is operational load decreasing? I'd measure the volume of inbound support tickets and outbound follow-up calls made by the inside sales team. A successful tracker should drastically flatten this curve.
Are we driving ecosystem adoption? By granting a "KYC Approved" status within the tracker, I would monitor the cross-sell conversion rate of merchants applying for secondary products like Payment Gateways or Capital directly from the success screen.
LEARNINGS
Communication leakages kill conversions faster than bad UI.
The biggest learning from this 3-day sprint was that you can have a flawless product, but if the operational hand-off is a black box, users will leave. High Turnaround Times (TATs) weren't just an engineering problem; they were a communication problem. By designing a system that actively sets expectations and hands control back to the user, we can turn anxiety into customer delight.
