We do one thing — the economics of consumer lending decisions — and we work with a small number of clients at a time. The person you meet is the person who does the work.
The method comes from Capital One, where scorecards, NPV decisioning, portfolio action and test-and-learn were not projects but the way the business was run.
The market judgement comes from twenty years in the region since: running a cards portfolio at a UAE tier-one bank, building consumer lending businesses here, working with thin-file and new-to-credit segments, and developing cash-flow underwriting approaches.
Analytical technique without market judgement produces elegant models nobody deploys. Market experience without technique produces confident decisions with no arithmetic underneath them. Both matter.
Prateek brings more than two decades of experience in consumer credit and risk management, with a deep understanding of GCC markets. His work spans credit decisioning, portfolio economics, fintech and the practical use of AI in lending, across established banks, digital lenders and ventures he has built himself.
Both conventional and Shariah-compliant structures are in scope. The underlying question is the same in either: what decision maximises expected value while staying inside the institution's risk appetite and regulatory constraints?
What differs is the machinery around it — profit rather than interest, pricing, product structure, early settlement, treatment and collections. Those differences belong in the economics from the outset rather than being retrofitted once the model is built.
Every decision on this site is ultimately the same decision in different clothing: what is this customer worth over time, and what should we do about them under uncertainty?
Lending is where those decisions are most developed, most measurable and most regulated. That is where the method was built. It is not where the method stops.
This is not theoretical for us. Alongside the lending work we have run a full commercial optimisation for a nutrition and supplements business — SKU rationalisation, store rationalisation, price optimisation and cash flow — and built loyalty programme economics elsewhere. Which SKUs earn their shelf space is portfolio optimisation; a store is valued the way an account is valued; price optimisation is risk-based pricing with the risk dimension removed; a loyalty scheme is lifetime value with an earn-and-burn wrapper. The unit of decision changes. The arithmetic does not.
What does not carry is the regulatory layer above. Those obligations bind licensed financial institutions, and we are careful not to imply otherwise.