Cash deposit, after the bank closed.
A new piece of national infrastructure for individuals and companies. Designed with PASHA Bank and Kapital Bank. Now found across the country.
Bank hours, branch queues, no rural access.
Twenty-four hours, no queue, terminals nationwide.
Most of the cash moved at the wrong hour.
Bank hours and shift work do not overlap. Neither do branch addresses and the country's geography. The country had a cash economy and a banking system that closed at six.
KorpON started as a question, not a product: what happens if cash deposit and collection stop being a banking transaction and start being a piece of public infrastructure? Available where the work is, when the work happens, with the bank as the backstop, not the gatekeeper.
The bank works nine. The country works twenty-four.
Each cell represents one hour. The grey band is when banks open. Everything orange is when KorpON does the work.
Built with the two banks that had to underwrite it.
Underwriting, settlement layer, and the corporate-account wedge that made enterprise deposit credible at a terminal.
Retail reach, branch density for the bridge period, and the consumer-side trust signal a national rollout required.
From planning to product to public infrastructure.
The terminal itself
Architecture: what stays local, what syncs to the bank ledger, on what cadence.
The customer surface
Deposit flow, receipts, error states. Designed for one-handed, non-fluent use.
The brand and the site
Public site as the trust surface: coverage map, partner signalling, support.
The rollout map
Density first, reach next. Operational playbook the bank ran without us.
Density first. Reach next.
Each cell is a terminal location, sized for the local cash flow. Orange cells are live. The grid grew outwards from Baku.
KorpON did not extend bank hours. It made bank hours less of a constraint.
