What was the revenue growth rate for OneConnect in 2020 
the macro environment is still a risk, and there's also regulatory risk.
Over the past few months, there has been a further tightening of the regulatory regime, especially in relation to online activities. The operating environment for financial institutions and their partners has become more challenging. While we do anticipate difficult moments ahead, opportunities are also abound. The need to invest in IT, proper IT has never been greater, be it to replace an outdated system or to adopt the first ever cloud-based solution. Chinese regulators have put their weight behind technology and technology companies. They have strong policy initiatives for digital infrastructure.
As the market becomes more competitive, all players have to explore new ways to do business, capture new revenue opportunities, increase efficiency, and improve customer experience. This is exactly what OneConnect aims at achieving. This is why we are confident that revenue growth rate in 2021 will be no less than the past year. With continuous cost discipline, our net loss will further narrow. We expect the improvement in the net loss ratio this year to be in the double-digit percentage.
Let me talk more about what we have been doing to drive the business further. OneConnect's mission has always been to be the top -- the one-stop shop for financial institutions. We started at the application level. The different applications like car components in the auto analogy we put in the slide, were then connected and turned into a total package, like car manufacturing. This represents our end-to-end approach, which enhances our value propositions to customers.
The rollout of the cloud services platform in 2020 completed the picture, taking us from SaaS applications for middle office services into core systems and finally penetrating down to the cloud. The depth and breadth of our solutions are unparalleled, giving us a unique edge in the TaaS market.
We are able to couple the full cycle needs of financial institutions, starting from sales and marketing to product development, risk management, operation management and infrastructure. This diversification allow us to meet the needs of financial institutions across different macro scenarios, ensuring also the resilience of our performance through cycles.
Products and customers are like the twin engines that power our business. At the product level, we have reinforced lifecycle management and monitoring. This is part of the optimization exercise. Resource allocation and assessment criteria are set according to the stage of development of our product. Sales strategy is [Indecipherable] linking products to customers. We have adopted a differentiated sales approach. The needs of a nationwide bank are not the same as those of a regional player. The scale of asset, complexity of products and customers profile, risk appetite and availability of internal resources can be miles apart. Customer segmentation and more proactive pipeline management enable us to more effectively up-sell and cross-sell.
One of the results from the ramping up of sales and solution is our Digital-Bank-in-the-Box. The different modules on offer are supported by the infrastructure backbone and our expertise. Our initial institutions can make them match, depending on their stage of development and needs. Of course, picking up the whole package will give the best performance.
In Southeast Asia, we just signed a contract with a leading regional bank to provide such all-around digital support. For that particular client, our offering spend from core banking to mobile banking, open banking, lending platforms and data platforms. Our virtual bank in Hong Kong, PAOB is another example showcasing our all around capability.
In insurance, we have also moved from modules to an integrated approach. Sitting at the core is the smart claim solution, comprising different modules. The contract size goes up, as our customers upgrade from single modules to end-to-end system, as well as service. The new customers added this year show the potential. So far, our insurance 
the macro environment is still a risk, and there's also regulatory risk.
Over the past few months, there has been a further tightening of the regulatory regime, especially in relation to online activities. The operating environment for financial institutions and their partners has become more challenging. While we do anticipate difficult moments ahead, opportunities are also abound. The need to invest in IT, proper IT has never been greater, be it to replace an outdated system or to adopt the first ever cloud-based solution. Chinese regulators have put their weight behind technology and technology companies. They have strong policy initiatives for digital infrastructure.
As the market becomes more competitive, all players have to explore new ways to do business, capture new revenue opportunities, increase efficiency, and improve customer experience. This is exactly what OneConnect aims at achieving. This is why we are confident that revenue growth rate in 2021 will be no less than the past year. With continuous cost discipline, our net loss will further narrow. We expect the improvement in the net loss ratio this year to be in the double-digit percentage.
Let me talk more about what we have been doing to drive the business further. OneConnect's mission has always been to be the top -- the one-stop shop for financial institutions. We started at the application level. The different applications like car components in the auto analogy we put in the slide, were then connected and turned into a total package, like car manufacturing. This represents our end-to-end approach, which enhances our value propositions to customers.
The rollout of the cloud services platform in 2020 completed the picture, taking us from SaaS applications for middle office services into core systems and finally penetrating down to the cloud. The depth and breadth of our solutions are unparalleled, giving us a unique edge in the TaaS market.
We are able to couple the full cycle needs of financial institutions, starting from sales and marketing to product development, risk management, operation management and infrastructure. This diversification allow us to meet the needs of financial institutions across different macro scenarios, ensuring also the resilience of our performance through cycles.
 Products and customers are like the twin engines that power our business. At the product level, we have reinforced lifecycle management and monitoring. This is part of the optimization exercise. Resource allocation and assessment criteria are set according to the stage of development of our product. Sales strategy is [Indecipherable] linking products to customers. We have adopted a differentiated sales approach. The needs of a nationwide bank are not the same as those of a regional player. The scale of asset, complexity of products and customers profile, risk appetite and availability of internal resources can be miles apart. Customer segmentation and more proactive pipeline management enable us to more effectively up-sell and cross-sell.
One of the results from the ramping up of sales and solution is our Digital-Bank-in-the-Box. The different modules on offer are supported by the infrastructure backbone and our expertise. Our initial institutions can make them match, depending on their stage of development and needs. Of course, picking up the whole package will give the best performance.
In Southeast Asia, we just signed a contract with a leading regional bank to provide such all-around digital support. For that particular client, our offering spend from core banking to mobile banking, open banking, lending platforms and data platforms. Our virtual bank in Hong Kong, PAOB is another example showcasing our all around capability.
In insurance, we have also moved from modules to an integrated approach. Sitting at the core is the smart claim solution, comprising different modules. The contract size goes up, as our customers upgrade from single modules to end-to-end system, as well as service. The new customers added this year show the potential. So far, our insurance 