Yango Tech · Internal · April 2026

Unified
ICP Matrix

Who we sell to. Why they buy. Where we win. One mutually-exclusive, collectively-exhaustive view across the entire Yango Tech B2B portfolio — Mobility, Logistics, Banking AI, and MedTech.

4 Verticals

13 Products

35+ Active Markets

MECE Structure

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01 · The Matrix

13 Products at a glance

Every Yango Tech product, the buyer that signs, deal size and active region. Click any product to jump to its detail card.

Code	Vertical	Product	Primary ICP	Deal Size	Regions Now
M01	Mobility & Public Transport	Yango MaaS	Municipality / City Authority + Transport Carrier / Operator (joint sale)	$2–8M city deployment + 5% revenue share / equity	Sub-Saharan Africa · North Africa · GCC · LATAM · CIS
L01	Logistics & Field Operations	Yango RouteQ	Retail chains · FMCG distributors · 3PL/courier operators · Dark store networks · FMCG manufacturers · E-commerce	$80K–500K ARR depending on fleet size	Sub-Saharan Africa · North Africa · GCC
L02	Logistics & Field Operations	Yango Vector	Facility management companies · Real estate developers · Municipal ops · Smart city operators · National infrastructure operators · Mall/compound FM	$60K–400K ARR depending on field-force size	Sub-Saharan Africa · North Africa · GCC
B01	Banking & FinTech AI	AI Digital Assistant	Retail and digital banks with large mobile & online user bases	$250K–700K (license + integration)	CIS · MENA
B02	Banking & FinTech AI	AI Contact Center	Banks running large multi-channel contact centers (voice + chat)	$250K–700K (license + integration)	CIS · MENA · GCC
B03	Banking & FinTech AI	Contact Center Agent Copilot	Banks prioritising agent productivity and governance over full automation	$180K–450K (license per agent seat)	CIS · MENA
B04	Banking & FinTech AI	Churn Prevention Copilot	Retail and digital banks with an explicit retention P&L and RM/CRM ops	Pilot 8–12 weeks · $150–300K · scale-up to $400–800K	CIS · MENA
B05	Banking & FinTech AI	Fraud Explanation Engine	Banks with established fraud ops and mounting compliance/regulator pressure	$350K–500K	CIS · MENA · GCC
B06	Banking & FinTech AI	KYC & Onboarding Review	Retail and business banks, digital-first banks with onboarding at scale	$300K–900K	CIS · MENA · GCC
H01	Healthcare & MedTech	Doctor's AI Assistant	Private polyclinics & hospital networks · State polyclinics & public facilities · Regional and national Ministries of Health	Private: $50K–300K/year per network · Public/Ministry: $1–5M national rollout	Kazakhstan · Uzbekistan · Belarus
H02	Healthcare & MedTech	Ambulance on Maps	Ministries of Health and regional Emergency Medical Services (EMS) agencies	$200K–1.5M national rollout	CIS · MENA · Africa
H03	Healthcare & MedTech	National Healthcare Digitization	Ministries of Health in emerging markets with low digital maturity (paper EMRs)	$10–50M+ multi-year national programme	Africa · Pakistan
H04	Healthcare & MedTech	Remote Diagnostics for Rural Areas	Ministries of Health in markets with large rural populations	$5–25M national programme (kit + platform + training)	CIS · Africa · Pakistan

Mobility & Public Transport

Cash-to-digital ticketing & city mobility

1 Products

M01

Yango MaaS

Public-transport digital ticketing & MaaS platform

ICP

Municipality / City Authority + Transport Carrier / Operator (joint sale)

ICP Qualifiers

City pop 300K–5M · cash-dominant transport · political will to formalise · open to PPP/JV · carrier with 200–2,000 buses willing to invest CAPEX for equity stake · no existing digital ticketing

Key Roles

Mayor / City Governor — Economic Decision Maker Head of Transport Bureau — Technical Champion Ministry of Transport — Regulatory Enabler Transport Carrier CEO — CAPEX Partner GR / Partnership Lead — Deal Facilitator

Regions Now

Sub-Saharan Africa · North Africa · GCC · LATAM · CIS

Regions Next

South-East Asia

Deal Size

$2–8M city deployment + 5% revenue share / equity

Commercial Model

PPP / JV with revenue share or carrier equity

Pains

Cash collection leaks 20–40% of fare revenue with zero auditability
Cities lack route, dwell-time and ridership data to plan networks
Carriers cannot fund modernisation alone; municipalities cannot fund it at all
Existing ticketing pilots are closed-loop, vendor-locked and don't scale citywide
Political pressure to be seen modernising public transport visibly and quickly

Value Delivered

+$3M net city economics over 5 years; profitable from Year 1
10–20% JV equity to carrier in exchange for hardware investment — aligned incentives
Real-time fleet visibility, KPI dashboard and dispatcher tooling for the city
Replicable national model — Ministry of Transport gets a template they can roll out
Modern, ride-hail-grade passenger experience visible to every voter daily

Avoid

Sanctioned countries · Fully digital cities · City pop <200K · Western Europe / North America · Active Yango taxi markets (channel conflict)

Logistics & Field Operations

Route optimization & territory-based ops

2 Products

L01

Yango RouteQ

Route optimization for distribution & last-mile fleets

ICP

Retail chains · FMCG distributors · 3PL/courier operators · Dark store networks · FMCG manufacturers · E-commerce

ICP Qualifiers

≥50 vehicles · recurring territory-based routes · clear logistics ownership · active interest in performance improvement · pains around cost-per-delivery and SLA

Key Roles

Head of Logistics VP Operations COO Logistics Director Supply Chain VP Fleet Manager

Regions Now

Sub-Saharan Africa · North Africa · GCC

Regions Next

LATAM · South-East Asia

Deal Size

$80K–500K ARR depending on fleet size

Commercial Model

SaaS subscription per vehicle / per stop

Pains

Route planning done in spreadsheets or rule-of-thumb — kilometres and hours wasted daily
No visibility into driver behaviour, stops vs plan, or SLA performance
New territory or new SKU forces full manual replan — slow and error-prone
Existing TMS solutions don't optimise routes — they just record them
Cost-per-delivery rising faster than revenue; CFO pressure on logistics line

Value Delivered

10–25% reduction in kilometres driven per delivered order
15–30% increase in stops per vehicle per day
On-time delivery rate uplift of 10–20pp
Driver app + dispatcher console + analytics — single platform replaces 3+ tools
API-first — integrates with existing WMS / ERP / TMS without rip-and-replace

Avoid

Sanctioned countries · <50 vehicles · existing solution working perfectly · no logistics owner accountable · no change appetite

L02

Yango Vector

Field-force & territory-based operations platform

ICP

Facility management companies · Real estate developers · Municipal ops · Smart city operators · National infrastructure operators · Mall/compound FM

ICP Qualifiers

Recurring territory-based field tasks · accountable operations leader · multi-site or multi-route footprint · current process is paper / WhatsApp / spreadsheet

Key Roles

Operations Director FM Head Contracts Manager FM Director City Operations Head Infrastructure PM

Regions Now

Sub-Saharan Africa · North Africa · GCC

Regions Next

LATAM · CIS

Deal Size

$60K–400K ARR depending on field-force size

Commercial Model

SaaS per user / per asset

Pains

Field crews dispatched via WhatsApp and paper — no audit trail and no SLA evidence
Operations leader cannot prove SLA compliance to clients or regulators
Territory and asset data fragmented across spreadsheets and personal phones
New contract or new site = manual rebuild of routes, schedules and rosters
No real-time visibility into where crews are or what's been completed

Value Delivered

Task completion rate uplift of 15–30%
SLA compliance visibility from anecdotal to evidence-based
Crew utilisation up 10–20% via territory optimisation
Single platform: dispatch, mobile app, GIS layer, KPI dashboard
Auditable performance data for client renewals and regulator reviews

Avoid

Sanctioned countries · Desk-only teams · Project-based work without recurring routes · Solution that works perfectly · No accountable owner

Banking & FinTech AI

AI across service, retention, fraud and onboarding

6 Products

B01

AI Digital Assistant

24/7 chat & voice self-service inside the banking app

ICP

Retail and digital banks with large mobile & online user bases

ICP Qualifiers

≥500K active digital users · existing rule-based chatbot or none · clear cost-to-serve pressure · mandate to lift digital adoption

Key Roles

Chief Digital Officer Head of Customer Service CTO Head of Mobile Banking

Regions Now

CIS · MENA

Regions Next

Africa (from 2027)

Deal Size

$250K–700K (license + integration)

Commercial Model

License + integration; optional revenue share on cross-sell

Pains

Support teams overloaded with repetitive inquiries — balances, transfers, fees, limits
Customers reach call centers for issues that could be self-served digitally — raising cost-to-serve
Fragmented FAQ, transaction and product data make digital service inconsistent across channels
Existing chatbots are rule-based — limited scope, poor language handling, low CSAT
No structured service data to improve journeys or train future AI models

Value Delivered

Operator-assisted contacts reduced by 40–60%
Cost per inquiry lowered by 30–50%
Waiting times shortened by 60–80% — higher digital adoption and CSAT
Controlled GenAI — escalates complex/sensitive cases to human with full context preserved
Becomes the AI entry point — data layer for personalisation, cross-sell and next-best-action

Avoid

Sanctioned countries · Banks <200K digital users · No mandate for digital cost reduction

B02

AI Contact Center

Virtual Agent + Agent Assist across voice and chat

ICP

Banks running large multi-channel contact centers (voice + chat)

ICP Qualifiers

≥200 contact-center seats · cost pressure on operations · multi-channel inbound · existing IVR + CRM stack

Key Roles

COO Head of Customer Service Head of Contact Center Head of Service Ops

Regions Now

CIS · MENA · GCC

Regions Next

Africa (from 2027)

Deal Size

$250K–700K (license + integration)

Commercial Model

License + integration; optional per-conversation pricing

Pains

Large agent teams process low-complexity requests — inflated cost base for non-differentiated work
Customers wait 5–20 min for simple issues; peak-time queues degrade CSAT and brand promise
Agents spend time on after-call work, policy search, summaries and manual CRM entry
60–75% of inbound interactions don't need human judgment but still consume operator capacity
Interaction signals fragmented across systems — hard to train future AI models

Value Delivered

Operator workload reduced by 40–65%
Cost per contact reduced by 30–50%
Wait time reduced by 60–80% with +15–25pp FCR / NPS uplift
Two-part product: Virtual Agent (customer-facing) + Agent Assist (operator-facing)
Structured service data foundation for future AI use cases — not just a service product

Avoid

Sanctioned countries · Contact centers <100 seats · No COO mandate for transformation

B03

Contact Center Agent Copilot

Real-time assistance for live service agents

ICP

Banks prioritising agent productivity and governance over full automation

ICP Qualifiers

Strong service-quality culture · regulated conversations · agents trusted to handle complexity · existing CRM and KB to ground on

Key Roles

Head of Contact Center Head of Service Quality CX Director Supervisor Lead

Regions Now

CIS · MENA

Regions Next

Africa

Deal Size

$180K–450K (license per agent seat)

Commercial Model

Per-seat SaaS

Pains

Operators switch between multiple interfaces to find policies, rates and service history mid-call
Post-call work — summaries, CRM fills, categorisation, routing — reduces agent throughput
Inconsistent documentation leads to service delays and weak analytics downstream
Supervisors inherit weak structured data — performance management and QA become unreliable
Operators need a copilot they can trust in regulated conversations — not full automation

Value Delivered

Handling time reduced by 20–40%
After-call work reduced by 50–70%
First-contact-resolution uplift of 10–20 percentage points
Real-time response suggestions grounded in bank knowledge base — operator stays in control
Better service data in CRM — a strategic asset for personalisation and insight

Avoid

Sanctioned countries · Banks pursuing 100% automation strategy · No CRM / KB to ground on

B04

Churn Prevention Copilot

Predict-explain-act retention decision layer

ICP

Retail and digital banks with an explicit retention P&L and RM/CRM ops

ICP Qualifiers

Owns a retention P&L · CRM with campaign capability · RM or call-out team to action recommendations · willing to start with narrow segment pilot

Key Roles

Head of Retail/Digital CMO Head of Customer Value Head of CRM

Regions Now

CIS · MENA

Regions Next

GCC · Africa

Deal Size

Pilot 8–12 weeks · $150–300K · scale-up to $400–800K

Commercial Model

Pilot fee → outcome-linked scale

Pains

Retention is reactive — decline visible only after activity drops
Signals across transactions, usage, complaints, service — rarely translate into action
Mass campaigns waste spend; RMs lack tailored next-best-action guidance
Frontline teams are overloaded, compliance-cautious — no clear script or action path
Weak learning loops — few banks tie retention actions back to measured uplift

Value Delivered

+15–25% retention uplift on targeted segments
2–3× offer acceptance vs mass retention campaigns
Pilot-to-proof in 8–12 weeks on a narrow customer slice
Closed-loop design: churn score → tailored intervention → measured uplift → model retraining
Predict + Explain + Act in one operating model — not just another scoring tool

Avoid

Sanctioned countries · No retention P&L owner · No RM / call-out capacity to action

B05

Fraud Explanation Engine

Auditable explanations for blocked transactions & alerts

ICP

Banks with established fraud ops and mounting compliance/regulator pressure

ICP Qualifiers

Existing fraud monitoring stack · regulator focus on explainability · documented audit-trail requirements · service team feels the customer-side pain

Key Roles

Head of Fraud Chief Compliance Officer Head of Operations Head of Client Ops

Regions Now

CIS · MENA · GCC

Regions Next

Africa

Deal Size

$350K–500K

Commercial Model

License + per-volume option

Pains

Fraud alerts and blocked transactions hard to explain to customers and business stakeholders
Analysts manually reconstruct which risk indicators mattered — slow, inconsistent, not scalable
Service teams can't translate technical fraud triggers into clear customer-facing explanations
Customers re-contact the bank — initial explanation feels generic or untrustworthy
Regulators expect documented evidence chain — manual process can't deliver

Value Delivered

Response-time reduction of 50–70%
Repeat customer inquiry reduction of 20–40%
Two outputs per alert: customer-facing explanation + regulator-facing traceable version
Lower regulatory risk — auditable, versioned, documented rationale on every decision
Explainability becomes a governed product — not a model side-feature or analyst task

Avoid

Sanctioned countries · Banks without an existing fraud stack to plug into

B06

KYC & Onboarding Review

AI-driven onboarding: documents, UBO, sanctions

ICP

Retail and business banks, digital-first banks with onboarding at scale

ICP Qualifiers

Onboarding volumes ≥10K/month (retail) or complex UBO structures (business) · explicit conversion or compliance pain · willing to integrate with KYC stack

Key Roles

Head of Onboarding/KYC Chief Compliance Officer Head of AML Head of Client Ops

Regions Now

CIS · MENA · GCC

Regions Next

Africa

Deal Size

$300K–900K

Commercial Model

License + per-case fee

Pains

Analysts manually read documents, reconcile ownership structures, cross-check sanctions — hours per client
UBO verification depends on fragmented registry data interpreted case-by-case
Missing data and inconsistencies spotted late — sometimes at final review — creating rework
Regulators expect a documented evidence chain, not just pass/fail — manual KYC struggles to produce it
Slow onboarding = stalled conversion + customer friction on digital channels

Value Delivered

Verification speedup of 3–5×
Error reduction of 50–70% on manual KYC steps
Onboarding conversion uplift of 15–25%
Automated document extraction, UBO verification, sanctions screening in one governed workflow
Analysts review instead of assemble — lower regulatory risk, lower cost, faster growth

Avoid

Sanctioned countries · No onboarding scale problem · Closed core systems with no integration path

Healthcare & MedTech

AI for clinical efficiency & national health systems

4 Products

H01

Doctor's AI Assistant

EMR auto-fill from visit transcription · AI search · trusted KB

ICP

Private polyclinics & hospital networks · State polyclinics & public facilities · Regional and national Ministries of Health

ICP Qualifiers

Three sales motions: (1) Private — clinic CEO/COO buys for throughput and margin; (2) Public — Chief Physician buys to defuse complaints and audits; (3) Ministry — buys as fraud-prevention layer on public health spending

Key Roles

Private — CEO · COO · CFO · Medical Director Public — Chief Physician (глав. врач) · Deputy Chief Physician · Head of Administration Ministry — Minister of Health · Deputy Minister (Digital) · Director of e-Health · Head of Mandatory Health Insurance Fund

Regions Now

Kazakhstan · Uzbekistan · Belarus

Regions Next

GCC and broader MENA (from 2027)

Deal Size

Private: $50K–300K/year per network · Public/Ministry: $1–5M national rollout

Commercial Model

Private SaaS per doctor · Public/Ministry national license

Pains

Doctors spend 50%+ of visit time on administrative paperwork instead of patients
Patient throughput capped, NPS suffers from rushed consultations, qualified doctors are scarce
Public clinics: high complaint volume, regulator inspections, no tooling for service quality
Ministries: illegal payouts for fake appointments draining the public health budget
No structured consultation data for quality monitoring or evidence-based policy

Value Delivered

~10% doctor time freed (≈$200/month/doctor at clinic rates) — directly scales capacity
More patients served per doctor per day with no additional headcount
Higher NPS, fewer complaints, lower audit and inspection risk for public facilities
Undeniable audit trail that consultations actually occurred — fraud-prevention complement to Face-ID (KZ pilot: −24.5% reported services)
95% EMR auto-fill accuracy + structured consultation data foundation for national AI/analytics/telemedicine

Avoid

Sanctioned countries · Markets without electronic medical records foundation · Markets where patient-data residency forbids cloud transcription

H02

Ambulance on Maps

SMS link with real-time ambulance ETA & route for patients

ICP

Ministries of Health and regional Emergency Medical Services (EMS) agencies

ICP Qualifiers

Centralised dispatch operation · existing GPS on ambulance fleet OR willing to deploy · public-trust pressure on EMS brand · digital-innovation mandate

Key Roles

Head of Emergency Medical Services Dispatch / Operations Center Director Deputy Minister (Emergency Care)

Regions Now

CIS · MENA · Africa

Regions Next

South-East Asia · LATAM

Deal Size

$200K–1.5M national rollout

Commercial Model

License + per-active-vehicle SaaS

Pains

Dispatch operators overloaded by repeat "Where is the ambulance?" calls
Patients and families experience high anxiety with no visibility into arrival time
Operator time diverted from real emergencies to routine status inquiries
Ambulance access delays at gated complexes, residential compounds and checkpoints
Public perception of EMS as opaque and outdated vs. ride-hailing experiences citizens already use

Value Delivered

Sharp drop in inbound 'where is the ambulance' calls — operators refocus on dispatch
Real-time ETA and route reduce patient and family anxiety; enable preparation
Patients can notify security, open gates and meet the ambulance at the entrance — faster access on arrival
Modern, transparent EMS experience lifts public trust and CSAT
Visible digital-innovation win for Ministry leadership — low-complexity, high-PR deployment

Avoid

Sanctioned countries · No GPS infrastructure on fleet and no plan to add · No SMS-based patient communications channel

H03

National Healthcare Digitization

HIS + OCR/AI digitization of paper EMRs for low-digital-maturity systems

ICP

Ministries of Health in emerging markets with low digital maturity (paper EMRs)

ICP Qualifiers

Paper-based or fragmented EMRs · WHO/donor reporting requirements · political mandate to modernise · willing to anchor on a national HIS

Key Roles

Minister of Health Deputy Minister (Digital Transformation / Strategic Planning) CIO of Ministry of Health Director of National HIS / e-Health Director of Health Statistics & Information Advisor to Minister / Strategy Office

Regions Now

Africa · Pakistan

Regions Next

Nepal · other low-digital-maturity emerging markets

Deal Size

$10–50M+ multi-year national programme

Commercial Model

Capex + multi-year managed service · often donor-co-funded

Pains

Paper-based EMRs create data silos — no unified patient history across facilities
No real-time public-health surveillance or epidemiological insight — outbreaks detected late
Policy and budget decisions made without reliable national health data
High cost of paper handling, archiving, and lost or illegible records
Fragmented facility-level digitization creates incompatible systems with no interoperability
Difficulty meeting WHO / donor reporting requirements or attracting international funding

Value Delivered

Unified national HIS with interoperable records across every facility
OCR / AI digitization of historical paper archives — institutional memory preserved, not lost
Real-time Ministry dashboards for disease surveillance, resource allocation, outbreak response
Evidence-based policy, budgeting and accountability enabled by reliable national data
Digital foundation unlocks next wave: telemedicine, AI diagnostics, patient mobile apps
Attracts donor and PPP funding (WHO, World Bank, Global Fund) tied to digital infrastructure

Avoid

Sanctioned countries · Markets with mature national HIS already in place · Markets without political stability for multi-year programme

H04

Remote Diagnostics for Rural Areas

Portable diagnostics + telemedicine link to capital-city specialists

ICP

Ministries of Health in markets with large rural populations

ICP Qualifiers

Significant rural population · documented urban-rural health-outcome gap · existing connectivity (3G+) at rural posts · political pressure on regional health equity

Key Roles

Minister of Health Deputy Minister (Primary Care / Rural Health) Director of Regional / Provincial Healthcare Regional Health Directors

Regions Now

CIS · Africa · Pakistan

Regions Next

South-East Asia

Deal Size

$5–25M national programme (kit + platform + training)

Commercial Model

Hardware capex + telemedicine platform license + training services

Pains

Chronic shortage of qualified doctors and modern diagnostic infrastructure in provincial regions
Rural health workers lack training, equipment and reference support for complex cases
Paper records and slow data transfer delay diagnosis and treatment
Patients forced to travel long distances to cities — late presentation, complications, hospitalizations
Regional health outcomes visibly lag the capital, creating political and equity pressure

Value Delivered

Access to capital-city specialists and modern diagnostics regardless of patient location
Faster diagnosis and timely treatment — fewer complications and expensive hospitalizations
Patients avoid long, costly trips to cities; local staff retained and upskilled
Lower treatment costs for the system; more efficient allocation of specialist time
Measurable improvement in regional health outcomes and access equity — visible Ministry win

Avoid

Sanctioned countries · Markets without specialist supply in capital cities · Markets without rural connectivity

02 · Market Qualifiers

Where we go, pause, and walk away

Cross-cutting filters that apply to every product in the portfolio.

✓ Go

Sub-Saharan Africa
North Africa
GCC
MENA
CIS / Yango-active markets
LATAM
South-East Asia (selective)

⚠ Caution

Regulation timeline unclear (>18 months)
Borderline economics on small markets
Channel conflict with active Yango taxi markets (MaaS only)
Mature digital markets where pain is already partly solved

✕ Avoid

Sanctioned countries (Yango cannot operate)
Western Europe / North America
Customers with no problem to solve / no change appetite
No accountable owner for the operational pain