Selected product and transformation work.

Automation of relationship manager workflows and account planning.

Context

Relationship managers across the bank relied on fragmented tools, manual account plans, and limited visibility into customer data, slowing daily operations and reducing time spent with clients.

Challenge

Reduce manual effort in account planning, unify customer data visibility, and standardize daily operational processes for RM teams without disrupting active customer relationships.

Solution

Defined a CRM Core product vision focused on automated account plan saving, unified customer 360 views, structured task management, and standardized operating rituals across teams.

Role

Product Owner / CRM Cluster Lead — product vision, backlog ownership, stakeholder alignment, delivery oversight.

Impact

Significant reduction in manual effort for account planning, faster access to customer context, and a consistent operating model across RM teams. [add metric]

Status

Live and evolving with new automation modules.

Unified lead management for remote sales teams.

Context

Remote sales teams worked across multiple channels and tools, making lead distribution, prioritization, and conversion tracking difficult to manage at scale.

Challenge

Reduce lead processing time, increase visibility into conversion funnels, and improve lead quality control across distributed teams.

Solution

Designed and led a unified TeleSales lead management module inside CRM — covering lead intake, routing, scripting, status tracking, and conversion analytics.

Role

Product Owner — discovery, requirements, cross-team coordination, release planning.

Impact

Reduced lead processing time and improved end-to-end visibility into the TeleSales funnel. [add metric]

Status

Live, with ongoing iterations on routing logic and analytics.

Centralized support process management across channels.

Context

Customer support was distributed across multiple systems and channels, making it hard for agents to see full customer context and for managers to measure quality consistently.

Challenge

Bring inbound, outbound, IVR, chat, and back-office support into a single operational view, with shared SLAs, queues, and analytics.

Solution

Led the One-Window Support model inside CRM — integrating multiple Flex modules, unifying interaction history, queue management, and quality monitoring into a single agent workspace.

Role

Product Owner — operating model design, vendor coordination, delivery management.

Impact

Operational time savings for agents, improved visibility of customer context, and higher consistency of service quality. [add metric]

Status

Live across multiple support functions.

Digital and CRM-enabled collection journeys.

Context

Collection processes mixed manual outreach, basic dialers, and limited customer context, which constrained efficiency and customer experience in sensitive interactions.

Challenge

Introduce structured, channel-aware collection journeys with process control, customer communication standards, and operational measurability.

Solution

Designed Smart Collection channels combining CRM workflow logic, customer segmentation, communication templates, and analytics for collection performance.

Role

Product Owner — journey design, stakeholder alignment, delivery oversight.

Impact

Improved process control, more consistent customer communication, and measurable operational effectiveness. [add metric]

Status

Live, expanding to additional segments.

Unified ownership model across mobile, web, onboarding, sales, support, and collection.

Context

Mobile app, internet banking, onboarding, sales, support, and collection channels evolved in parallel, leading to inconsistent journeys, duplicated effort, and fragmented customer experience.

Challenge

Define a coherent ownership and operating model that connects digital channels into unified customer journeys with shared standards, metrics, and roadmaps.

Solution

Proposed and shaped a conceptual ownership model connecting mobile app, internet banking, onboarding, sales, support, and collection into a structured channels portfolio.

Role

Cluster / Product Leadership — vision, operating model, stakeholder alignment.

Impact

A clearer accountability map for digital channels and a foundation for journey-level metrics across the bank. [add metric]

Status

In active rollout.