See beyond the headline rate.
Compare expected contribution after funding, operating costs and credit losses. Understand whether a higher margin compensates for the exposure and capital it consumes.
Understand loan economics →FOR NBFCs & LOAN-PORTFOLIO BUSINESSES
See the risk.
Understand the return.
Choose your next move.
Which lending is worth growing? Which accounts need attention? Can your balance sheet support the plan?
CreditTailor connects credit risk, cash flows and business decisions—so your team can inspect the assumptions behind an answer, not just receive a score.
THE CONNECTED CREDIT VIEWConceptual view
A lending decision has
more than one dimension.
more than one dimension.
One connected view.From application to portfolio strategy.
4Lending contexts
16Model families explained
1Traceable decision journey
WHY CREDITTAILOR
Growth deserves
a better set of questions.
When risk, collections and finance look at different pieces of the same loan, the business can miss the trade-offs. CreditTailor is designed to connect those pieces.
Focus attention where it matters.
Distinguish changing repayment behaviour, arrears migration and recovery prospects. Give account reviews a documented rationale rather than relying on one overdue snapshot.
Explore account review →Challenge growth before funding it.
Look for liquidity gaps, concentration and capital pressure across the life of the plan. Compare alternatives before assuming that a profitable total means an affordable path.
Examine the growth plan →WHERE IT FITS
Your decisions.
Across the lending lifecycle.
Designed around MSME business-purpose lending, secured and unsecured facilities, and business-purpose loans against property.
01 / Origination
Which applications fit our risk appetite—and make economic sense?
Separate approval, referral and missing-evidence decisions.
Explore this decision ↗02 / Existing loansWhich accounts need attention before the next renewal?
Identify patterns of deterioration using dated repayment histories.
Explore this decision ↗03 / CollectionsWhere should review effort go, and what recovery is realistic?
Compare cure and sustained recovery over defined horizons.
Explore this decision ↗04 / Portfolio & growthCan we grow profitably without creating a funding or concentration problem?
Compare growth plans and product mixes on consistent assumptions.
Explore this decision ↗FROM QUESTION TO REVIEW
A process you can follow.
Reasoning you can inspect.
Each step has a dedicated guide, practical examples and links to the models it informs.
01
Ask the right question
A model is useful only when it answers a decision the business can act on. Start by agreeing what needs to improve, who will use the answer and what evidence would change the action.
Read the full approach →02Know your evidence
Your records determine which questions can be answered responsibly. The objective is to understand their meaning, timing and coverage before turning them into model inputs.
Read the full approach →03Make trade-offs visible
The best-looking number can hide an unattractive decision. Compare risk, return, recovery timing and funding together, using consistent assumptions and a baseline the business understands.
Read the full approach →04Keep the reasoning
A decision should remain understandable after the people, data and models have changed. Preserve what was known, which assumptions were used, what policy applied and why the outcome followed.
Read the full approach →BUILT FOR TWO WAYS OF THINKING
Business clarity.
Technical substance.
Start with the decision you own.
Understand the business question, why it matters and how different choices affect risk, return and funding. You do not need to choose an algorithm to understand a model’s purpose.
Start with a decision brief →Inspect the logic behind the answer.
Examine target definitions, observation windows, data requirements, model methods and reliability checks. Follow the connection between estimates, policy and execution.
Inspect the model library →BUILT AROUND YOUR LENDING BUSINESS
Your portfolio.
Your priorities. Your decisions.
Start with the decisions that matter to your business: selecting applications, reviewing accounts, planning recoveries or funding growth. Connect each question to the records you already keep.
Understand which records are needed, where information is missing and how assumptions affect the answer. Give your team a clear basis for discussion and review.
See how to keep decisions explainable →