A structured assessment covering engagement objectives, institutional profile, and operational context. Responses are used to scope the engagement and determine which sections are most relevant to your institution.
Getting started0%
About You
Engagement context and commercial readiness
This section establishes the primary objectives, decision authority, and budget position. The responses inform how the engagement is scoped and which sections of this assessment are most relevant to your institution.
Select the primary driver. The routing of subsequent sections is based on this response.
✓We're growing and need to scale smarter
✓Portfolio quality has become a real concern
✓New capital is coming and we need to deploy it well
✓We want to launch or redesign a product
✓Regulatory pressure is creating urgency
✓The organisation needs a structural reset
This response anchors the 30-day and 90-day milestone targets in the proposal and determines Phase 1 prioritisation.
✓Funder or investor review coming up
✓Regulatory inspection scheduled
✓Capital ready to deploy — need a plan
✓Board has set a transformation mandate
✓Competitors are moving and we need to respond
✓No hard deadline — we're being proactive
Identifying the decision authority ensures the proposal is directed to the right principal and structured at the appropriate level.
✓CEO / Managing Director
✓Board of Directors
✓Shareholders / Holding company
✓Management committee jointly
✓Yes — approved and ready
✓Being considered — not yet confirmed
✓Depends on what the proposal looks like
Prior engagement history informs the implementation model — specifically, how much structural change capacity exists and whether an embedded or advisory model is more appropriate.
✓Yes — it went well
✓Yes — results were mixed
✓Yes — it didn't deliver what we hoped
✓No — this would be a first
This response is used to calibrate the engagement model — particularly the balance between advisory input, embedded presence, and implementation accountability.
Your Institution
Institutional profile and product structure
The following questions establish the institution's legal identity, market segments, product range, regulatory classification, and portfolio scale. This information forms the factual foundation for engagement scoping.
✓Civil servants / Government employees
✓Private sector employees
✓MSMEs / Small businesses
✓Informal / sole traders
✓Rural communities
✓Agricultural / farming sector
✓Payroll / stop-order loans
✓Consumer / personal loans
✓SME / business loans
✓Asset finance
✓Group lending
✓Agricultural input / harvest loans
✓Digital / mobile lending
✓Savings / deposits
✓Credit-only MFI
✓Deposit-taking MFI (DTMFI)
✓MFI operating under a commercial bank licence
✓Not certain of the exact classification
✓Under USD 1 million
✓USD 1 – 5 million
✓USD 5 – 15 million
✓Over USD 15 million
✓Fewer than 1,000
✓1,000 – 5,000
✓5,000 – 20,000
✓More than 20,000
✓Payroll deduction / stop order
✓Mobile money (EcoCash, OneMoney, etc.)
✓Bank transfer / EFT
✓Cash at branch
✓Mixed — multiple channels
✓Non-collateral — payroll deduction is the security
Regulatory status, capital adequacy position, currency exposure, and credit infrastructure each affect engagement scope, phase sequencing, and risk assessment methodology. The responses in this section establish the operating constraints within which the engagement must be designed.
✓Zimbabwe
✓Zambia
✓Mozambique
✓Malawi
✓Botswana
✓Other SADC country
Accurate regulatory status is required to scope the engagement correctly. Where findings remain open, note the current remediation position.
✓Yes — comfortably above minimum
✓Yes — but close to the minimum
✓No — currently below the requirement
✓Status not confirmed
✓Primarily USD
✓Primarily local currency
✓Mixed — both currencies
Zimbabwe-registered bureaus: RBZ Central Credit Registry, FCB (Portcullis), Fincheck, XDS.
✓RBZ Central Credit Registry
✓FCB (Portcullis)
✓Fincheck
✓XDS Zimbabwe
✓No bureau currently in use
What Success Looks Like
Engagement objectives and success criteria
Defining success criteria at the outset ensures the engagement is designed around measurable outcomes rather than activity. Quantified targets are preferred where available — they determine how Phase 1 deliverables and Phase 2 milestones are structured.
Quantified targets are preferred where available — portfolio size, PAR thresholds, active client numbers, or capital deployment milestones.
Include staff retention commitments, funder relationship constraints, regulatory conditions, and any internal governance considerations relevant to implementation scope.
Prior transformation attempts — including those that did not deliver the intended result — provide material diagnostic context and inform engagement design.
✓Strong internal team — needs strategic direction
✓Some internal capacity — needs an active partner
✓Limited capacity — external lead needs to drive
Portfolio Health Targeted
Portfolio quality and delinquency position
Portfolio quality data is the primary diagnostic input for this engagement. Provide the most recent available figures. Where exact data is pending, management estimates are acceptable — note the reporting date and any known limitations.
PAR = Portfolio at Risk. For context, the Zimbabwe COMFI sector average PAR>30 was 10.52% at Dec 2025. The international benchmark is 5%.
✓Improving — we're seeing progress
✓Stable — not getting better or worse
✓Deteriorating — it's been getting worse
✓Volatile — up and down, hard to read
✓One or two specific products
✓Specific employer categories
✓Specific branches or regions
✓Concentrated in first-time borrowers
✓Spread fairly evenly across the book
✓Attribution not available at this level
✓Yes — fully separate team
✓Partially — some overlap with credit
✓No — credit officers handle collections too
✓Same day or next business day
✓Within 7 days
✓Usually 8–30 days later
✓Often more than 30 days later
✓No consistent system for this
Management's assessment of the primary driver is noted alongside the data — divergences between the two are diagnostically significant.
✓We're approving loans we shouldn't be
✓Collections isn't following up consistently
✓Employers are failing to remit payroll deductions
✓Macro-level borrower income stress
✓The product structure doesn't match borrower cash flows
✓A mix — or we're not sure yet
Credit Operations Targeted
Credit operations and underwriting standards
This section maps the current origination process, approval governance, and incentive structure. The assessment distinguishes between documented policy and operational practice where the two diverge.
✓Same day or within 24 hours
✓2–3 business days
✓4–7 business days
✓Usually more than a week
✓Recent payslip
✓Bank statements
✓Employer confirmation / stop-order authority
✓Credit bureau check
✓Guarantors
✓Collateral / security documentation
✓Business financial statements (for SME)
✓Individual officer decides
✓Credit committee
✓System / scorecard-driven
✓Tiered — depends on loan size
Incentive structure is the single most predictive variable in origination quality. The response determines whether People phase recommendations focus on redesign or reinforcement.
✓Yes — quality is the majority of their score
✓Yes — quality and volume roughly equal
✓Mostly volume — quality is a minor component
✓Volume only — PAR doesn't affect their pay
Growth & Scale Targeted
Growth strategy and capital deployment
This section establishes the institution's growth objectives, capital availability, and the primary constraints on achieving the target portfolio trajectory.
✓Grow by up to 50% from current size
✓Double the book
✓Triple or more
✓Expand into a new product or market segment
✓Geographic expansion — new branches or countries
✓Shareholder / equity injection
✓DFI or impact investor facility
✓Local bank debt facility
✓Retained earnings / internal cash flow
✓Capital is being raised — not yet secured
✓Confirmed — ready to deploy
✓Confirmed — tranched over time
✓Conditional on hitting performance milestones
✓Not yet secured — we're building toward it
✓Not enough capital to lend
✓Can't originate fast enough
✓Product range does not match market demand
✓Systems / MIS can't support the volume
✓Insufficient people capacity to scale
✓Portfolio quality limits funder confidence
Preliminary product concepts are sufficient at this stage. Product design methodology will be applied during Phase 1 to develop and validate these further.
Product Capability Targeted
Product development methodology and governance
Product development capability determines whether growth capital is deployed productively or generates structural portfolio risk from inception. This section assesses process discipline, pilot governance, and collections integration at the product design stage.
✓Piloted with a small cohort first, then scaled if it works
✓Soft launch to a limited audience, then adjusted
✓Launched fully — we don't currently run pilots
✓No formal process — products are created organically
Collections architecture that is applied generically post-launch — rather than designed as a product component — is a primary source of structural PAR accumulation from the first disbursement cycle.
✓Built in — repayment design and collections are part of product design
✓Partially — some thought goes into it at launch
✓Added after — we apply our standard collections model to every product
Systems & Information Targeted
Management information systems and data infrastructure
MIS capability determines the speed and accuracy of the Phase 1 diagnostic. This section establishes the current LMS, reporting frequency, data attribution depth, and the most significant gaps in management visibility.
LMS identification determines the data extraction methodology and the time required to produce the Day 1 portfolio diagnostic. Common Zimbabwe MFI systems: Musoni, Temenos, Fintech.
✓Yes — automated and produced on a regular schedule
✓Yes — but someone has to build it manually each time
✓Partially — we can see some of that, not all
✓No — we can't pull that level of detail
Capital & Funding Targeted
Funding structure and capital position
The capital structure determines what is possible and by when. This section establishes current funding sources, covenant conditions, and liquidity position — the inputs required for capital deployment planning and engagement sequencing.
✓Shareholder equity
✓Shareholder loans / quasi-equity
✓Local bank debt facility
✓DFI or development finance institution
✓Impact investor or social lender
✓Customer deposits (if DTMFI)
✓Yes — and we're meeting them comfortably
✓Yes — and we're close to breaching one
✓Yes — and we've already breached a condition
✓No formal covenants
✓Less than 3 months
✓3–6 months
✓6–12 months
✓More than 12 months
Security Architecture Targeted
Security architecture and collateral governance
Collateral-based lending requires a distinct credit risk framework, provisioning methodology, and security registration process. The responses in this section determine the scope of the credit policy and risk architecture assessment.
✓Movable assets (equipment, vehicles, inventory)
✓Immovable property / land
✓Livestock / standing crops
✓Shares or securities
✓Insurance cession
✓Formal valuation using forced-sale value
✓Formal valuation using market value
✓Informal estimate by credit officer
✓Not done consistently
✓Yes — systematic process in place
✓Mostly — gaps exist for smaller loans
✓Not consistently — this is a known gap
Deposit & Liability Management Targeted
Deposit and liability management
Deposit-taking institutions carry liquidity and interest rate risk obligations that are absent in credit-only structures. This section establishes the liability composition, funding mix, and ALM governance — inputs required to assess capital adequacy and liquidity management scope.
✓Demand / savings deposits
✓Fixed-term deposits
✓Group savings schemes
✓Mobile wallet / e-money
✓Yes — active and meeting regularly
✓Exists but not functioning actively
✓No ALCO in place
Market Position Targeted
Competitive positioning and market dynamics
Competitive positioning informs product strategy, pricing, and market entry decisions. This section establishes the primary competitive dynamics relevant to the growth objectives identified earlier.
Review your responses before submission. Once submitted, ReachOut will assess the inputs and prepare a proposal scoped to your institution's specific objectives and operating context.
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