The team:

Staff Product Designer: Rodrigo Pitorri

Head of Product: Joel Spiro

Backend Developer: Jessica Quintero

Frontend Developer: Victor Manuel Valencia

Operations: Alejandra Barón

Context

Rappi for Business had two previous attempts within Rappi; this is the third.

At one point, the Rappi for Business team was part of the Payments department. At that time, companies used Rappi credits as a payment method for their employees.

The product included an administrative tool to distribute balances among clients. However, following an internal reorganization, the team was dissolved, and the product was discontinued because it had not yet reached the necessary level of maturity or delivered the expected results.

Despite this, many existing client companies wanted to continue using credits as an employee benefit. For this reason, the process of generating and distributing credits began to be handled manually by the KAMs (Key Account Managers), though this was neither optimal nor scalable.

Currently, the only way to distribute credits to employees is through vouchers.

Involved Personas

• Human Resources Managers of client companies

• Employees of client companies

• Operational KAMs at Rappi

Product Design Challenge

Create the new desktop platform for Rappi for Business.

Expected Impact

• Strengthen relationships with existing clients (current partners)

• Acquire new corporate clients

• Drive growth in Rappi’s GMV by attracting and retaining corporate clients

Identified Problems

1. High operational load for Human Resources:
HR teams faced significant difficulties collecting employee data for credit allocation and correctly linking accounts in Rappi.

2. Manual management by KAMs:
KAMs had to manually create, configure, and manage credit distribution for each beneficiary list, which was time-consuming and error-prone.

3. Slow credit issuance process:
Generating credit vouchers involved long delays between request and final issuance.

Prototypes

Company client version

1. Automatic account linking by the employee:
The employee receives an email from their company with a QR code that, when scanned, automatically links their Rappi account to receive benefits credits, eliminating the need to complete onboarding forms.

2. Automated management by KAMs and the client:
Enable the creation, configuration, and management of credit distribution at scale.

3. Reduced operational time:
Optimize the experience to shorten the time between credit generation and distribution significantly.

Product versions

Rappi admin version

Design System

• Create a scalable design structure
• Elevate design quality
• Reduce workload for designers and developers
• Lower design and development costs

Working Methodology

• Development of an MVP (Minimum Viable Product)
• User testing with internal teams and clients
• Continuous iteration based on testing results
• Product improvement informed by feedback
• Additional testing rounds to validate adjustments

Research

We leveraged internal resources to gather feedback, as Rappi itself also acts as a client. Some collaborators involved in the process included Alejandra Barón and Santiago Orozco from the Operations team.

In addition, we engaged external clients. Atlas was one of the first companies we presented the new Rappi for Business application to.
The feedback was generally very positive—comments included “I like it” and “it’s good”.
Although internal testing proved especially valuable for understanding operational needs in credit allocation and distribution.

We also reviewed the email-based account linking process with Pernod Ricard, a company that had previously used the coupon-based model. When presented with the new workflow, they responded positively and appreciated the improvements.

Results in Metrics

• Total clients in Rappi for Business (R4B): 30 companies, with a monthly growth of 2–3 clients.

• Revenue generated: approximately USD 900K from January 2025 to October 2025.

• Users benefiting from credits: 1964, of which 64 are new app users.

Takeaways / What I learned

• Understanding Rappi’s Business and the importance of the product was essential to structuring the strategy and executing the app design effectively.

• It was crucial to decentralize the responsibility from Human Resources, allowing each user to link their own account independently.

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