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Revolutionizing Banking: Automated Promotions Management

Azati’s team helped the customer improve their existing system and automate routine manual tasks to optimize the efficiency of the application.


Financial innovation has been a hallmark of the financial sector for decades, taking the form of products (such as new types of securities), new technologies (such as ATMs), and new institutions (such as venture capital funds). The current wave of financial innovation is driven by the development of a number of technologies, including smartphones, the Internet, data exchange technologies between information systems (API) and distributed ledger technology (DLT), artificial intelligence, and big data.

These new technologies are influencing how banks produce and deliver financial services to their customers, and are also driving the involvement of fintechs and big tech companies in the production and delivery of these services. This impacts traditional financial institutions and may also create new sources of systemic risk, posing new challenges for regulators.

Our customer is involved in the field of finance, in the banking sector.


We aimed to enhance the promotions management module by seamlessly integrating it with legacy systems for optimal compatibility and efficient data exchange. Furthermore, our focus was on automating manual processes, enhancing overall efficiency, and ensuring precise control over marketing campaign management.



Challenge#1. Access problems:


Encountering difficulties with access control posed a significant challenge to the project. It was necessary to ensure that access to the module for managing promotions and promotional codes was configured correctly and securely. To resolve these issues demanded not just technical expertise but also seamless collaboration with the support department.

Challenge#2. Minor problems for specific productions:


Identifying, analyzing, and rectifying the small issues necessitated substantial effort and attention to detail. Effective collaboration between analysts and developers was crucial to swiftly and accurately address these individual concerns.



  1. Introduction:
    The project begins after successful completion of the interview. Management and development were organized to high standards.
  2. Creating a Business Problem:
    Initially, the problem was formulated by business representatives, after which a discussion took place between the analyst and the architect.
  3. Description in Confluence:
    The problem statement was eloquently outlined through textual descriptions and tables within Confluence, creating a well-structured and easily accessible source of information.
  4. Assessment and Planning:
    The task was evaluated during the refinement stage, then passed on to the development phase, where comprehensive planning ensued.
  5. Implementation and Quality Control:
    The developer implemented the logic, after which they went through the stages of quality control – test coverage, quality gate from SonarQube, and reviews from senior developers.
  6. Testing and Refinement of Bugs:
    The task was transferred to testing, where identified bugs formed the foundation for generating distinct tasks. Within the scope of these tasks, improvements to functionality were implemented.


In the project’s final version, we implemented a standalone microservice. This microservice was designed to handle specific tasks independently, operating with its own logic and functionality.

Embedded within the overall system architecture, this approach ensured flexibility, scalability, and efficiency in managing various business tasks.


The project is still in progress, and while the work is not yet complete, the overarching goal is clear: it is planned to reduce the time for payments to clients by up to 10 times. Ongoing efforts are focused on refining and enhancing various aspects to achieve this significant improvement.



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