CredAble has scaled positively over the years. How do you ensure that the culture keeps pace with innovation while maintaining operational discipline?
At CredAble, we have always believed that culture is not a by-product of growth; it is an operating system that must scale deliberately. Innovation without discipline leads to fragility, while discipline without innovation leads to stagnation. Our task has been to institutionalise both.
As we scaled to a team of 250+ across multiple geographies, enabling over USD 11 billion in annual working capital flows, we invested early in optimised processes, risk governance, and clear ownership models. At the same time, we kept decision-making close to customers and product teams. Our culture encourages teams to question assumptions, but also to be accountable for outcomes.
A practical example is our product development cadence. While our low-code platforms allow banks to go live in under 48 hours in some cases, every deployment is anchored in regulatory checks, audit trails, and real-time monitoring.
This balance allows us to innovate at speed without compromising trust, a non-negotiable in financial infrastructure.
Ultimately, culture at CredAble is driven by purpose. When teams are aligned around enabling liquidity for businesses that form the backbone of economies, innovation and discipline stop being opposing forces and start reinforcing each other.
What is the core problem CredAble is solving today, and how has that problem evolved as the company has scaled?
CredAble was founded to address a fundamental problem: working capital moves slower than business reality.
For MSMEs, this delay is existential. In India alone, the MSME credit gap is estimated at over USD 530 billion, with less than 15 per cent of small businesses having access to formal credit. Initially, the problem was access. Today, it is scale and efficiency with over 64 per cent of MSMEs now being digitally mature.
As supply chains have globalised and digitised unevenly, businesses face fragmented systems, manual credit processes, and financing models that do not reflect real cash flows.
As we scaled, the problem evolved from enabling transactions to building infrastructure. We now focus on digitising the entire order-to-cash cycle; from onboarding and underwriting to disbursement, monitoring, and early warning signals.
This shift is reflected in our platform adoption, with 350,000+ SMEs, 175+ corporates, and over 100 financial institutions using CredAble-powered solutions.
The core problem remains liquidity friction. What has changed is our ability to solve it systemically, across markets, products, and stakeholders.
In a market where FinTechs are rapidly moving into credit and B2B lending, what do you consider CredAble’s strongest competitive moat?
Our moat is not capital or speed alone. It is depth of working capital intelligence combined with platform architecture.
CredAble is one of the few players globally that operates simultaneously as a technology provider to banks, a platform partner to enterprises, and a regulated NBFC serving SMEs. This gives us a 360-degree view of risk, behaviour, and cash-flow dynamics across supply chains.
Technologically, our moat lies in our cloud native and modular, low-code BaaS stack, which allows banks to configure products without replacing legacy systems.
Our platforms span across payables, receivables and Inventory with one complete working capital solution along with pre- and post-shipment finance and embedded finance stack. All of this is integrated with digital public infrastructure across 150+ countries enabled through our 20+ ecosystem partnerships globally.
This combination of domain expertise and infrastructure depth has been recognised externally, including being named Best Software Provider for Supply Chain Finance at the Euromoney Transaction Banking Awards 2025.
Awards matter not for validation, but because they reflect sustained execution at scale.
With India’s MSME credit gap still massive, what market segments or industry partnerships does CredAble see as the next big opportunity for expanding financial inclusion?
Financial inclusion, in our view, cannot be solved through a single model. It requires multiple rails that meet SMEs where they are, across different stages of growth and formalisation.
At CredAble, we approach this through three complementary layers. Our NBFC lending business focuses on providing fast, flexible working capital to SMEs that are underserved by traditional banking, extending collateral free short-term working capital credit at different stages of business operations. This directly addresses liquidity gaps for businesses that need capital to operate, not to wait.
Our platform solutions work with over 175+ large enterprises to extend liquidity across supply chains. By anchoring financing to real trade flows, we enable suppliers and dealers, often several tiers deep, to access early payment/ funding based on transaction credibility rather than balance sheet strength.
The third layer is our Banking as a Service platform (Banking SaaS), which enables banks to serve SME segments they were previously unable to reach.
Through modular, low code infrastructure and deep integrations with digital public infrastructure across 150+ countries, banks can launch SME focused products faster, reduce turnaround times by 80 per cent, and improve risk visibility.
Together, these models have helped us reach 350,000+ SMEs, work with 100+ global financial institutions, and enable over USD 11 billion in working capital flows globally.
The next phase of inclusion will come from combining these approaches and expanding them across emerging markets where similar credit gaps exist.
As CredAble continues to scale as India’s largest working capital tech platform, what strategic shifts do you see as most critical for sustaining growth in the next 3–5 years?
The next phase of growth for CredAble rests on three strategic shifts.
First, globalisation with localisation. Emerging markets across Southeast Asia, the Middle East, and parts of Europe face working capital challenges similar to India’s, but with distinct regulatory and data environments. Our expansion strategy focuses on exporting infrastructure, not templates.
Second, agentic and applied AI. Credit decisioning is moving beyond static models. Our AI-driven platforms already enable predictive insights, automated underwriting, and early risk detection. Over the next few years, AI will act as an operational co-pilot across lending and trade workflows.
Third, infrastructure thinking. Sustainable growth will come from building rails that others build on; banks launching new products faster, enterprises strengthening supplier ecosystems, and SMEs accessing liquidity as a utility, not an exception.
Our purpose remains unchanged. We are building a global working capital infrastructure that allows businesses to grow without being constrained by cash-flow friction.
That is what it means to transform working capital today to empower a limitless tomorrow.
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