In mid-2019, Carlos Hank, was deliberating over the results for Banorte Móvil - the mobile application for Banorte, Mexico's most profitable and second-largest financial institution. Hank, who had been appointed as Banorte's Chairman of the Board in January 2015, had overseen Banorte's transformation (and multi-million-dollar investment) from a product and client volume-focused bank into a customer-centric, technology and data-driven organization with a radically new focus. Beyond investing in a new technology platform and deploying new digital channels, Banorte also invested in the development of internal capacities to convert data intelligence into profits. Spearheaded by Jos Antonio Murillo, an economist with a Ph.D. from Rice University, Banorte's Analytics Business Unit (ABU) kicked off early on 2015, reporting directly to upper management and focused on increasing customer lifetime value. Over the course of its four-year trajectory, through data analytics and experimentation, which involved both experimenting with client incentives and tailored communication strategies through multiple channels, the ABU had successfully achieved higher product placement rates, particularly under Banorte M vil's platform. Yet, with 2.25 million active users, Banorte M vil was still far from reaching its 4-million-user target by 2020. Adoption picked up, but Banorte M vil was still losing many potential adopters along the mobile customer journey, particularly in its activation phase. Furthermore, 81% of app activity was for account balance or transaction views, with financial operations, such as card or service payments or acquisition of new bank products, accounting for a minority of the activity. If Banorte wanted to remain a top player in Mexico's financial sector, it was clear to upper management that growth in mobile banking needed to be a priority. How could the bank successfully achieve its target? And, even if Banorte Móvil's adoption numbers increased, would it be possible to get more value and engagement through this channel? As Banorte Móvil took off, Hank dwelled on the strategic decisions he had to make, especially considering what client segments to focus on for mobile adoption and use and how to effectively reach out to them. Furthermore, Hank knew they could not afford to neglect other banking channels, which still accounted for the bulk of Banorte's operations.