We work with around 35 FinTech players across lending and payments. Our banking partnerships include small finance banks, Federal Bank, US Bank, and City Union Bank
Harsh Kadyan, Managing Director
India’s payment habits have changed quietly but completely. Cash still exists, yet most daily transactions now move through screens, QR codes, and APIs. Digital payments in India run into billions of transactions every month, largely powered by UPI and bank-led rails.
What often goes unseen is the infrastructure underneath. Compliance-heavy systems, verification layers, and collection mechanisms now decide how smoothly money flows. Demand for these systems is high, but capable providers remain few. That gap has shaped the current FinTech landscape.
It is within this environment that Rabi Pay enters the conversation. Positioned as an API-first infrastructure provider, the company operates in the background of payments, collections, onboarding, and verification.
Founded with a clear focus on solving operational friction rather than selling packaged software, it reflects a broader shift in Indian FinTech, from surface-level digitization to systems that actually work on the ground.
Harsh Kadyan, Managing Director at Rabi Pay says, “Our foundation rests on a simple observation: many financial institutions have adopted technology, but not progress. NBFCs and FinTech lenders were running on rigid systems that stored data but failed to improve outcomes. Collections were slow.
NPAs were rising. Costs kept climbing. What stood in the way was not always technology, but mindset. Convincing institutions that their existing systems were outdated became the first challenge.”
We work with around 35 FinTech players across lending and payments. Our banking partnerships include small finance banks, Federal Bank, US Bank, and City Union BankHarsh Kadyan, Managing Director
Rabi Pay chose to approach this problem differently. Instead of forcing clients into fixed LMS or LOS frameworks, it focused on flexibility. The team believed that each client operated under different pressures..
A one-size system only added to inefficiency. That thinking shaped how the company designed its offerings and how it worked with clients who were willing to rethink their processes.
Designing Infrastructure Around Real Economics
At the core of the company’s work lies payment and banking infrastructure that is meant to reduce real costs. Digital collections are a strong example. By onboarding clients directly with established payment entities such as Razorpay, NSDL Payments Bank, and Airtel Payments Bank, it helped institutions bring down collection expenses rather than adding new layers of fees.
To add further, verification and onboarding form another critical area. Aadhaar and PAN checks, facial recognition, and video verification were integrated to allow clients to scale without expanding operational teams.
These tools were not positioned as features, but as necessities in a market where speed and compliance move together. “Over time, this approach helped clients digitize end-to-end processes instead of running hybrid systems that slowed decision making," Harsh notes.
The company also adopted a usage-based pricing model. Instead of charging heavy setup fees or fixed subscriptions, it billed clients only for what they used. In a price-sensitive market, this structure aligned growth on both sides. As a client scaled, usage increased. When usage dropped, costs did too.
A notable part of the company’s approach has been its selectiveness. Rather than serving a large client base, it chose to work with a limited number of institutions where trust and alignment existed. This allowed deeper involvement and stronger support.
Support itself was kept deliberately flexible. Clients could reach the team through WhatsApp, email, or direct calls. Logging systems within platforms allowed constant monitoring, reducing dependency on reactive support. This hands-on style became part of the firm’s credibility, reinforced by long-term clients who stayed despite operational challenges that are common in FinTech deployments.
A Steady Growth Curve
Today, Rabi Pay works with around 35 FinTech players across lending and payments. Its banking partnerships include small finance banks, Federal Bank, US Bank, and City Union Bank.
The product portfolio has expanded to include bank-led collections, remittances, personal loan APIs, courier integrations, and bill payment services, including credit card dues.
Growth, however, has not been framed in terms of scale alone. The organization has repeatedly emphasized sustainability over speed. Its leadership has been clear about not chasing labels or valuations. The stated ambition is to build a long-lasting business that creates value for clients and itself.
Thinking Beyond FinTech
Looking ahead, Rabi Pay sees its future extending beyond traditional financial services. Plans include entering the energy sector, pursuing an NBFC license, and exploring work in environmental sustainability.
Alongside this expansion sits a strong focus on cyber security. As threats grow more complex, the company has continued to invest in research around secure infrastructure, treating security as a core function rather than an add-on.
In an ecosystem crowded with tools that promise efficiency, Rabi Pay has quietly built its relevance by focusing on what institutions actually struggle with. Its story reflects a larger truth about India’s digital finance journey.
“Progress is not driven by noise or scale alone. It is built, piece by piece, by systems that understand how money really moves,” concludes Harsh.
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