How to build ethical and caring customer service in the 21st century: the experience of Jet Finance

In an interview with our publication, Aitolkyn Kanapina, Regional Director of Jet Finance, explained how the company rebuilt its customer service from scratch over two years, abandoned aggressive sales tactics, and made care for the individual a core part of its business model. This is the story of how ethics, technology, and attention to detail drive sustainable growth.

Aitolkyn Kanapina, Regional Director for Kazakhstan, Jet Finance

About myself and my career

My journey at Jet Finance began in 2023. At that time, I already had experience building systems from the ground up, which taught me that even in uncertain conditions, you can create stability — if you have a team, an idea, and attention to detail. 

I joined Jet Finance as the head of the call center. I immediately saw huge potential: a strong product, a bold team, and ample room to build a customer service system that would truly work. We started with the foundation: processes, standards, training, and the understanding that customer experience is part of the company’s DNA.

One of the most significant challenges was the lack of an end-to-end system and common standards. Jet Finance’s experience is not unique in this regard — it is a characteristic feature of the industry as a whole. The company relied heavily on manual solutions and “local heroism,” lacking transparency. Customers felt this: applications were sometimes lost, and communication gaps occurred. We rebuilt everything: from CRM to training, from communication rules to internal role distribution.

The team grew organically, alongside business development. The foundation of this growth was our internal culture: respect, transparency, and a sense of shared mission. This helped build a strong, cohesive team that operates in nine cities and continues to expand. We didn’t just hire; we looked for “our people.” I personally participated in most interviews and always said: “At Jet Finance, you don’t just work; you help people.” This makes a big difference.

My appointment as Regional Director is, above all, about trust and responsibility. It’s not about the title, but about real engagement: being close to people, listening to the team and customers, noticing problem areas, and finding solutions. I view this role as an opportunity to scale the culture of care and trust we built in customer service across the entire region and organization.

About customer service

We don’t just respond to requests; we accompany the customer throughout their entire journey. This is a proactive approach. Our service is not an isolated department but part of the overall decision-making system. We are embedded in the company’s business processes, which delivers real results.

Jet Finance’s Founder and CEO, Azamat Seitbekov, carefully ensures that the entire team lives and works in accordance with the shared mission: making dreams accessible. Therefore, for us, empathy means listening to the essence of the request, understanding the context, avoiding unnecessary actions, and offering exactly what solves the problem. Transparency means the customer knows what comes next: the interest rate, the terms, and the obligations. No fine print or hidden conditions. 

The best ideas and solutions are born in dialogue with customers. We see what works and what doesn’t, coordinating business strategy based on the information we receive “on the front lines.” We hear signals earlier than anyone else and use them as a source of growth.  

We train not only on products but also on logic. We explain why a particular process is important and how it affects the customer. Scripts exist, but they serve as a navigator, not a rigid instruction: “do this, then do that.” People must think, analyze, and not be afraid to take responsibility for independent decisions. 

The company has deep integration between customer service and internal systems: operators do not work in an isolated interface but have access to maximum data about the customer. This allows for quick resolution of requests without “passing the buck” between departments.

Additionally, we implemented “smart alerts” — the system notifies support if a customer gets stuck in a process, prompting the support agent to initiate a call. If negative feedback or an incident occurs, it is automatically escalated in priority and resolved jointly with other departments.

Biometrics, scoring, and online tools do not replace people but make the customer journey faster and more accurate. Online verification and automated scoring reduce the time from application to fund disbursement. This allows us to spend more time on complex cases and avoid many errors related to human factors. This is especially important when customers expect speed, accuracy, and minimal bureaucracy.

Receiving services quickly, remotely, and without excessive bureaucracy is critically important for customers today. We see how positively they react when they don’t have to travel to an office, fill out paperwork, and wait for days. Jet Finance is about speed, but without compromising on quality.

About responsible microfinance practices

It is important to clarify: we did not abandon sales — this is an integral part of business and our growth. Instead of aggressive pressure, we chose a path of partnership with the customer. The focus is not on pushing products but on precisely meeting needs. We structure sales so that they are a continuation of a useful and convenient product: technological, understandable, and available when needed.

Specialist training is built on clear internal standards and rules for interacting with customers. Quality checklists, communication scenarios, regular training sessions, and a mentoring system are used in our work.

Work quality is monitored systematically: “mystery shopper” audits are conducted, NPS surveys are launched, and interactions between employees and customers are analyzed. This allows us not only to control processes but also to maintain a high level of service at all stages of communication.

It often happens that a specialist advises a customer against taking a loan. This occurs if there is visible pressure from relatives or acquaintances, doubts about motivation arise, or there is a risk of fraud. In such cases, the team takes a pause, clarifies details, and helps the customer reconsider their decision.

Customers react differently, but generally with understanding. Refusals are always justified and accompanied by explanations. This approach builds trust, as the company also bears responsibility for the appropriateness and affordability of the loan.

Working to earn trust means being honest, even when it’s difficult. Not hiding fees, not making unfulfillable promises. It’s about relationships where the customer is confident: at Jet Finance, they will be treated as a person, not as a “profile in the system.” Trust is the most valuable currency in the financial business, and it returns through repeat business, recommendations, and genuine feedback.

Impact on the industry

Old stereotypes still linger: that microfinance institutions (MFIs) are about ultra-high interest rates, aggressive collection methods, and lack of transparency. But reality has long changed. Today, the microfinance industry in Kazakhstan is one of the most regulated segments of the market. The requirements imposed on MFIs by the Agency for Regulation and Development of the Financial Market are high: regarding transparency of terms, scoring, and consumer protection.

Jet Finance fully supports this transformation. We believe that strict but fair regulation is the foundation of trust in the industry. We actively implement digital tools, automation, and security standards that help us be not only efficient but also responsible.

The industry’s reputation changes slowly, but we take steps every day to ensure that microfinance is perceived not as a “last resort” but as a modern, transparent, and necessary financial tool.

Jet Finance today is a full-fledged ecosystem: we provide access to finance, but not at any cost. We assess risks, do not work with vulnerable clients without understanding their solvency, and invest in quality — from service to IT. When a person receives a loan in 15 minutes without leaving home and feels treated humanely — that is the transformation of perception.

The combination of business and ethics is not just a slogan but a principle by which we live and work every day. Ethics is not a limitation but a framework that makes business sustainable. At Jet Finance, we do not put profit above people: every decision is made with an understanding of its consequences. This does not hinder our growth — on the contrary, it helps build long-term relationships with customers, the team, and partners. Ethics in business is not a compromise but a choice of scale: acting in the short term or building systematically for the future. We choose the latter.