Dealer Platform & API Gateway — From One Partner to a PlatformPlatform Mitra & API Gateway — Dari Satu Mitra ke Sebuah Platform
Building the dealer-facing platform (Deasy) and a reusable integration gateway (KP Hub)Membangun platform untuk dealer (Deasy) dan gateway integrasi yang reusable (KP Hub)
"Make the next partner an onboarding, not a project." — the bet behind the gateway.
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Snapshot
| Role | Senior Product Owner |
| Company | PT KB Finansia Multi Finance (KreditPlus) |
| Timeline | 2022 – 2023 |
| Team | Cross-functional — Engineering, Business, Operations |
| Domain | Partner platform & integrations |
TL;DR
Dealers and agents had no visibility into their own applications, and the integration gateway had been hand-built for a single partner (Elevenia) — even as a queue of digital partners waited to connect.
I owned Deasy (the dealer-facing platform) and rebuilt KP Hub into a flexible, multi-partner API gateway. Monthly revenue growth rose 3.5% → 7.5%, daily active dealers grew ~120 → ~180 (+49%) with +1.2K monthly active users (+48.63%), and integrated partners expanded from 1 to 6.
This case study is about turning integration from a bespoke project into a repeatable product — and designing incentives that make partners want to use it.
1. Context
KB Finansia's growth depended on partners — marketplaces, dealers, and agents. But the systems treating them were either opaque (dealers couldn't see their own deals) or bespoke (each integration was a custom build), which capped how fast the business could add partners.
2. The Problem — "Every new partner was a new engineering project."
- Opaque for partners. Application status, incentives, and customer data were invisible to dealers because marketing did all the input.
- A gateway built for one. KP Hub was custom-fit to Elevenia, so onboarding JDID, Dinomarket, Bhinneka, and others meant rebuilding each time.
"Every new partner takes us months. We've got six waiting — and a system built for one." — a Business Development lead
The real problem wasn't "integrate more partners." It was: "make partner integration repeatable, and give partners a reason to engage."
3. Discovery — Two problems, one platform
- Dealers wanted ownership. They wanted to input, track, and transact themselves — not wait on marketing.
- Integration was a scaling ceiling. A bespoke, single-partner gateway physically couldn't keep up with demand.
- Engagement needed a hook. Access alone wouldn't drive usage; partners needed an incentive to lean in.
4. The Strategic Bet — A flexible gateway + a self-service platform + an incentive
Rather than onboard the next partner the old way, I bet on standardizing the gateway so each new partner becomes configuration, not code — paired with a self-service dealer platform and an incentive layer to drive real usage.
5. Prioritization & Trade-offs — Deciding what to build first
Decision 1 — Rebuild KP Hub as a flexible, multi-partner gateway. The bespoke Elevenia integration was the ceiling; replacing it with a standardized gateway unlocked everyone behind it. Trade-off: more upfront platform work, paid back on the very next partner.
Decision 2 — Deasy as the dealer's own surface. A Dealer Management System for brokers and dealers, including snap-and-buy (scan the dealer QR → transact → draw down the customer's limit) so the transaction itself got radically simpler.
Decision 3 — Design incentives, not just access. A consortium arena let dealer groups earn bonuses for hitting sales targets — turning the platform from a tool into something partners were motivated to push.
6. Execution — Coordinating across Engineering, Business & Ops
Ran quarterly review cycles balancing partner-specific needs against a standardized integration model — resisting the pull to special-case each partner, which is exactly what had created the bottleneck in the first place.
7. Impact
- Monthly revenue growth: 3.5% → 7.5%
- Daily active dealers: ~120 → ~180 (+49%)
- Monthly active users: +1.2K (+48.63%)
- Integrated partners: 1 → 6 (JDID, Dinomarket, Pasar Warga, Bhinneka, Massindo, Electronic City)
8. Reflections — What I'd carry forward
- A gateway turns integration into a product. Each new partner becomes onboarding, not engineering.
- Incentives drive adoption. The consortium turned access into active usage.
- Standardization beats special-casing. Saying no to bespoke builds is what made the platform scale.
Prepared by Hamdan Fauzi — Product Manager. Some figures generalized for company confidentiality. Happy to walk through the full version in conversation.
"Bikin mitra berikutnya jadi sekadar onboarding, bukan proyek." — taruhan di balik gateway ini.
Snapshot
| Peran | Senior Product Owner |
| Perusahaan | PT KB Finansia Multi Finance (KreditPlus) |
| Timeline | 2022 – 2023 |
| Tim | Lintas fungsi — Engineering, Business, Operations |
| Domain | Platform mitra & integrasi |
TL;DR
Dealer dan agent tanpa visibilitas atas pengajuan mereka sendiri, dan gateway integrasi dibangun khusus untuk satu mitra (Elevenia) — padahal antrean mitra digital menunggu untuk terhubung.
Saya memegang Deasy (platform untuk dealer) dan membangun ulang KP Hub menjadi API gateway multi-mitra yang fleksibel. Pertumbuhan revenue bulanan naik 3,5% → 7,5%, dealer aktif harian tumbuh ~120 → ~180 (+49%) dengan +1,2K pengguna aktif bulanan (+48,63%), dan mitra terintegrasi berkembang dari 1 menjadi 6.
Studi kasus ini tentang mengubah integrasi dari proyek custom menjadi produk yang berulang — dan mendesain insentif yang membuat mitra ingin memakainya.
1. Konteks
Pertumbuhan KB Finansia bergantung pada mitra — marketplace, dealer, dan agent. Tapi sistem yang melayani mereka entah tak transparan (dealer tak bisa melihat deal sendiri) atau custom (tiap integrasi dibangun dari awal), yang membatasi seberapa cepat bisnis bisa menambah mitra.
2. Masalah — "Setiap mitra baru adalah proyek engineering baru."
- Tidak transparan bagi mitra. Status pengajuan, insentif, dan data konsumen tak terlihat oleh dealer karena marketing memegang semua input.
- Gateway dibangun untuk satu. KP Hub dibuat pas untuk Elevenia, jadi meng-onboard JDID, Dinomarket, Bhinneka, dan lainnya berarti membangun ulang tiap kali.
"Tiap mitra baru makan waktu berbulan-bulan. Ada enam yang antre — dan sistemnya cuma dibuat buat satu." — seorang Business Development lead
Masalah sebenarnya bukan "integrasikan lebih banyak mitra." Melainkan: "buat integrasi mitra jadi berulang, dan beri mitra alasan untuk terlibat."
3. Discovery — Dua masalah, satu platform
- Dealer ingin kepemilikan. Mereka ingin input, memantau, dan bertransaksi sendiri — bukan menunggu marketing.
- Integrasi adalah langit-langit penskalaan. Gateway custom satu-mitra secara fisik tak bisa mengejar permintaan.
- Keterlibatan butuh pengait. Akses saja tak akan mendorong penggunaan; mitra butuh insentif untuk bersungguh-sungguh.
4. Taruhan Strategis — Gateway fleksibel + platform mandiri + insentif
Alih-alih meng-onboard mitra berikutnya dengan cara lama, saya bertaruh pada menstandarkan gateway sehingga tiap mitra baru menjadi konfigurasi, bukan kode — dipadukan dengan platform dealer mandiri dan layer insentif untuk mendorong penggunaan nyata.
5. Prioritas & Trade-off — Menentukan apa yang dibangun lebih dulu
Keputusan 1 — Bangun ulang KP Hub jadi gateway multi-mitra yang fleksibel. Integrasi Elevenia yang custom adalah langit-langitnya; menggantinya dengan gateway terstandar membuka semua yang antre di belakang. Trade-off: kerja platform lebih banyak di depan, terbayar di mitra berikutnya.
Keputusan 2 — Deasy sebagai permukaan milik dealer. Sebuah Dealer Management System untuk broker dan dealer, termasuk snap-and-buy (scan QR dealer → transaksi → potong limit konsumen) sehingga transaksinya sendiri jadi jauh lebih sederhana.
Keputusan 3 — Desain insentif, bukan sekadar akses. Sebuah arena konsorsium memungkinkan grup dealer mendapat bonus jika mencapai target penjualan — mengubah platform dari sekadar tool menjadi sesuatu yang mitra termotivasi untuk dorong.
6. Eksekusi — Mengoordinasikan Engineering, Business & Ops
Menjalankan siklus review kuartalan yang menyeimbangkan kebutuhan spesifik mitra dengan model integrasi terstandar — menahan dorongan untuk meng-custom tiap mitra, yang justru menciptakan bottleneck itu sejak awal.
7. Dampak
- Pertumbuhan revenue bulanan: 3,5% → 7,5%
- Dealer aktif harian: ~120 → ~180 (+49%)
- Pengguna aktif bulanan: +1,2K (+48,63%)
- Mitra terintegrasi: 1 → 6 (JDID, Dinomarket, Pasar Warga, Bhinneka, Massindo, Electronic City)
8. Refleksi — Yang akan saya bawa terus
- Gateway mengubah integrasi jadi produk. Tiap mitra baru menjadi onboarding, bukan engineering.
- Insentif mendorong adopsi. Konsorsium mengubah akses menjadi penggunaan aktif.
- Standardisasi mengalahkan special-casing. Berkata tidak pada build custom yang membuat platform bisa menskala.
Disusun oleh Hamdan Fauzi — Product Manager. Sebagian angka digeneralisasi demi kerahasiaan perusahaan. Dengan senang hati menjelaskan versi lengkapnya secara langsung.