Portfolio of Previous Work

  • A technology group (with more than 150 people) was providing platform services to its manufacturing and operations colleagues. Its portfolio consisted of many types of platforms - SaaS, Data, Analytics and Reporting. Some of these integrated with IoT devices on the machines in the shop floor. However when changes had to be made to these platforms it took a up to 2 years. The team wanted to identify some high leverage improvements.

    By visualising their complex workflows, platform teams were able to identify key patterns that were limiting them. 3 improvement opportunities emerged:

    1. automated testing would improve their flow by 20%

    2. improving product management skills to help focus on most important changes will improve outcomes for all

    3. re-organising into teams that can own the end-to-end flow will reduce their wait times

    4. visualise their work to identify continuous improvment opportunities

  • A UK financial services company was aiming to reduce its cost to serve its customer. They were relying on their product, design and technology teams to deliver this reduction. The new product group was handed a roadmap of high level features. However the team wasn’t sure what to focus on first.

    Working in collaborating with the Head of Product, the key insight was that - customer experience was complex, painful, slow and that in turn led to high cost to serve. The key problem the product team could focus on was - simplifying first touch point in the customer journey. By speaking to customers, the team was able to better understand opportunities to simplify e.g., pre-filling all basic customer information. The team also validated its solutions based on prototype testing with customers. The product strategy was continuously refined based on these learnings. Eventually this continuous feedback loop helped the team simplify customer journeys across 3 different product teams over a period of 2 years. This journey was slow nonetheless due to highly coupled legacy architecture which they continue to improve.

  • A global financial services company was aiming to improve decision making for its product managers across various payment products in 6 main countries. A new analytics platform was piloted for the business. This platform had variety of transactional data related to customers as well as financial viability of the transactions.

    The product managers were making key decisions with 2 key ecosystem partners - banks and merchants. These decisions were about marketing campaigns, new product ideas and customer usage. Most of these decisions could trace back to customer behaviour and interactions with various payment products with the banks and at these merchants.

    Together we developed approaches to understand impact on customer usage and behaviour based on certain events. These events included - merchant driven marketing campaigns, new product feature introduction, bank specific changes to loyalty programs, major cultural events for that market, etc. We also developed approaches to understand fraud transaction patterns, cost implications of these transactions.

    This was immensely helpful to product managers in making decisions - to introduce new features to new markets, introducing merchant programs and loyalty programs. They used data while balancing customer needs, business constraints and priorities.