BRI · Internal Lending Platform
A Briguna loan applicant waited around three weeks for an answer, and the credit decision itself wasn't the slow part. The request kept getting handed off between people who each had to rediscover the context first. I redesigned BRISPOT's approval workflow to close that gap.
BRISPOT is BRI's national internal lending platform: credit ops use it to move a Briguna (personal loan) application from submission to disbursement. Not consumer-facing, but every friction point inside it delays a real person waiting on money. This case study covers the Briguna approval workflow only; KPR (mortgage) is a separate product.
A Briguna application crossed three disconnected hand-offs (Initiator → Approver → Credit Admin Officer) with ARCI and the Early Warning System sitting awkwardly in between. Each hand-off meant re-reading context from scratch, stretching a minutes-long decision into a 3-week wait.
User interviews with internal staff surfaced the same complaint every time: the form took too long. Screens like Biaya-biaya, Analisa Agunan Tambahan, and Data Prescoring were packed with fields RMs re-entered every time. That set the real objective: cut the form down, not just restyle it.
The brief from day one: rebuild the old, cluttered BRISPOT interface into something fast enough to speed up how Briguna applications moved. No scope pivot, the direction stayed the same from kickoff to ship.
Mapped the full workflow across all three roles plus the two automated systems feeding into it (ARCI, Early Warning System), separating hand-offs that were purely administrative from ones that needed a human decision. Every screen was designed around that split.
This ran on infrastructure mid-migration: Checker & Signer were moving from legacy to React, access was moving onto SSO. Worked closely with engineering so design decisions never conflicted with what was actually shippable.
Kept asking the product owner and business analysts one question: how many applications move through this every day? The answer, 1,000 to 3,000 per branch, kept the redesign honest. Not a workflow to redesign on instinct alone.
Redesigned the workflow so each role saw only what needed their judgment, cutting the re-reading-context tax at every hand-off. The same thinking extended into the Whitelist and cross-bank Open Flagging modules, turning a manual eligibility lookup into something the system surfaced automatically. The platform later extended into KPR Digital's notary workflow and an RBAC system for national quota allocation: platform context, not the focus here.
That number didn't come from a dashboard. It came from repeatedly asking the product owner and business analysts what actually moved through the system. Approvers and Credit Admin Officers also said the workflow felt lighter: less time figuring out what needed attention, more time deciding.
Reflection
On a platform this high-stakes, I default to what's already in the design system rather than improvising. When thousands of applications move through it daily, consistency isn't a nice-to-have; it's what keeps people running it fast.
