AdalFi had an attractive proposition: a bank customer could get through loan origination and disbursement in 60 seconds. The journey had received excellent reviews in testing. Then it went live, and too few people arrived. Of those who did, too many left. A fast transaction had turned out to be a surprisingly slow business.
- Techlogix builds and connects the software businesses run on.
- Its work spans banking, product engineering and healthcare.
- Its product ventures include lending, campus systems and distribution.
The fintech brought in Techlogix to diagnose the customer experience. The team implemented MoEngage, measured the journey and personalized messages around customer behavior. After seven months of work, the case study reports a 44% reduction in drop-offs; monthly lending volume grew fourfold over the following 12 months. Those are company-reported results. The useful discovery is more modest: a smooth demonstration can conceal a difficult customer experience.
reduction in drop-offs
monthly loan volume
Two engineers, then a product bet
Techlogix began in 1996, founded by Salman Akhtar and Kewan Khawaja. Both studied at MIT, although their research wandered through different territory. Akhtar worked on compound semiconductor physics. Khawaja developed spatial analysis tools for a US Army geographic information system. Their subsequent company deals with another kind of mapping: how information moves through an organization.
Before Techlogix, Khawaja worked at Cambridge Technology Partners, developing applications for American Airlines. Earlier, he built vibration analysis software for power plants and chip manufacturing facilities. It is an unusually physical apprenticeship for an enterprise software founder: aircraft, machinery, places where a system has to serve an operation with consequences beyond the screen.
For years, the business was services: implementing systems and building software for clients. In a 2019 interview, Akhtar explained that international perceptions of Pakistan had complicated selling services abroad. A product offered a different proposition. The company dates its strategic rethink to 2015, when fresh investment helped fund its own cloud software.
TLX Mobility followed in 2016, AlmusNet in 2017 and Vicenna in 2018. Their territories were distribution, higher education and hospital management. AdalFi spun out in 2021. Each applied software to an industry Techlogix understood. AdalFi later raised $7.5 million in February 2023, according to Reuters. That financing belonged to the fintech.
The customer gets the controls
Consider a less glamorous object: a printed label. A printer manufacturer’s customers needed labels for different products. The manufacturer designed them internally, then showed customers the result. Revisions meant another trip around the loop. The existing application also had a cluttered interface and complicated layers. The expensive part was all the waiting between decisions.
Techlogix built a browser-based designer with templates, direct editing, previews and version history. A questionnaire configured attributes such as size, fonts and barcode formats. Warnings caught overlaps and unsaved changes. The team delivered five iterative releases using Angular, .NET and Azure services. Customers could finally make and inspect their own designs before submitting them for printing.
The same logic appears in atEvent, a client whose event platform connects scanned business cards and badges to marketing and customer relationship systems. A contact record becomes useful when the salesperson can act on it. Techlogix’s product engineering work covers that full route, from a mobile interaction to the systems behind it.
A bank has an opening day
Some deadlines are less forgiving than a design review. When MCB Bank prepared to open in the UAE, it needed its banking system ready from the start. Techlogix’s case records a project beginning in early August 2014, with user acceptance testing completed by mid-November. Oracle FLEXCUBE had to support asset, liability and trade finance products.
This is where Techlogix fits in the market: between enterprise software vendors and organizations that need those products to function in their particular business. Its listed partners include Oracle, IBM, Microsoft, Software AG and Progress Software. Buyers also have systems integrators, specialist implementers and internal engineering teams to consider. The practical distinction is experience with the actual workflow and platform.
“on time and within the budget”
John Pargulski, Neutrino Medical co-founder and COO, describing its remote monitoring project in a Techlogix-published testimonial.
Healthcare has more than one user
A Massachusetts home healthcare provider had already piloted its service, but several third-party applications fragmented the operation. A visit could involve a patient, caregiver, triage nurse, dispatcher, paramedic and physician. Techlogix built an integrated platform with portals, mobile apps, electronic record connections and payments. Its case reports an initial production release in three months, followed by continuing development.
Later work added machine learning for visit forecasts and triage support, alongside tools for resource assignment and visit notes. The decisions remain situated in clinical work: the triage agent supplies recommendations, confidence measures and reasoning for medical staff. The interesting engineering problem is getting useful information to the right participant while maintaining the connections among systems.
The smaller details in its customer accounts are revealing. ETA College chose Campus on Cloud to cover the student life cycle, according to its information systems manager’s published testimonial. Burque Corporation, a Nestlé distributor, described rolling out TMX-SD across more than 1,000 sales officers. A university needs records to follow a student; a distributor needs orders to follow a salesperson. Both depend on getting information out of isolated desks and into a shared process.
What to borrow before you buy
Techlogix sells consulting, implementation, engineering teams and continuing support. Subscription software appears through its product businesses. For a buyer, the costs to scope include integration, migration, licenses, cloud usage and maintenance. A prototype budget alone would miss much of the job.
Its careers material emphasizes training, feedback and flexible hours linked to completing tasks. That is the employer’s stated culture; the client-facing cases show why continuity matters. A platform keeps changing after its first release. Someone has to understand both the old decisions and the next requirement.
A sensible buying conversation would start with a journey somebody can demonstrate: a completed application, a submitted label, a dispatched visit. Agree on the handoffs, the baseline and the measure of improvement. Then ask how the team will observe actual use. The AdalFi case is a useful reminder that approval in a test session is a different measure from completion after launch.
The lesson to copy is concrete: map the whole task, measure where it stalls, and release changes people can use. It depends on access to customer behavior, cooperation from operational staff and workable integrations. Without those conditions, another application can add another handoff. Before buying more software, watch somebody try to finish the job.