There’s a current common narrative in the business world: digital is everything, and physical presence is living on borrowed time. But that overlooks a more profound reality, particularly in a country like South Africa, where access, trust, and culture aren’t evenly spread.
Every day, I witness a different story unfolding. A domestic worker comes into one of our branches seeking a loan to cover a school trip for her daughter. A father returns for his third loan, because the same consultant he trusts explains every step in his own language. These aren’t unusual cases; they’re our customers. And their needs remind us that technology alone doesn’t build trust. People do.
The value of digital tools is undeniable. They simplify, scale, and make things more efficient. However, in microlending, where people’s livelihoods and dignity are often at stake, access to finance needs to be more than just a transaction; it must be a relationship. This is more so for customers who have had negative experiences with mashonisas, where unclear terms and exploitative interest rates are common – being able to walk into a branch, speak to a registered consultant and understand their agreement clearly offers reassurance that they are dealing with a credible and accountable lender.
Many of our customers live in areas where internet access is patchy and data is expensive. For them, the idea of managing their financial future through an app, without ever speaking to a real person, doesn’t feel empowering. It feels risky. It has been our experience at Atlas Finance that branches, therefore, aren’t a step backwards, they are a bridge. They offer people someone to talk to face-to-face, a place where they feel heard, and someone to turn to when things don’t go according to plan.
Operations the unsung connector
This is where our operations become the quiet force behind genuine inclusion. As we approach our 300th store milestone in the next couple of weeks, this achievement is not just about achieving scale; it’s about weaving a network of trust into the fabric of South African communities and comes at a time when others are downscaling their physical presence. This branch expansion demands structure, but also adaptability. Our operational model ensures that while compliance, credit checks, and risk systems are standardised, local teams still have the freedom to adapt to the specific circumstances in their communities.
Behind the scenes, our operational tools quietly power everything – flagging delays, tracking demand patterns, helping staff serve customers faster and more effectively.
We also invest in our culture – not the kind you just see on a poster in the staff room, but one built through shared experiences, training, and a common purpose. Our teams prioritise listening before offering advice, and they share insights across branches through regular sessions focused on real customer stories. This fosters not just efficiency, but also empathy.
Hybrid – not a compromise, but an advantage
It’s tempting to think of the future of finance as an either/or situation: digital versus physical. But the most resilient organisations aren’t choosing one over the other; they’re blending both.
We see this clearly in our customers’ journeys. Some start online and complete the process in a branch, seeking reassurance before making a commitment. Others prefer the human touch to begin with and then move to self-service as their confidence grows. This flexibility isn’t accidental; it’s deliberately designed into our operations. And it’s a model that serves both customer expectations and business continuity.
In a country where inequality continues to shape both access and experience, physical locations still matter. So do handshakes. So does having someone look you in the eye and say, “Let me help you.” This signals the spirit of Sik’phete (we’ve got your back) which is important reassurance when it comes to financial services
Technology will continue to evolve and so will we. But the heart of our operations will always be people. And that’s a future worth investing in.
Written by Pat Kimmince, Head of Operations at Atlas Finance