In early 2014, John Rubio became CEO of BPI Globe BanKO, the three-year-old mobile-based savings bank that was far from accomplishing its mission to bring banking to the majority of Filipinos who did not have access to basic financial services, and to do so profitably. Rubio formulated a three-pillar strategy to increase customer acquisition and financial product offerings. His goals were to reach 1 million customers by year-end 2014 and supplant high-cost informal lenders. There was enormous potential but limited time, and Rubio needed to make a decision. Which of the current initiatives would lead to sustainable profitability and the ultimate goal of providing banking services to the masses?
