The challenge
After rapid growth and a platform rewrite, product and technology had drifted apart. Delivery had become slow, inefficient and hard to predict.
Product capability varied widely across the department, and there was no shared, objective way to measure or develop it.
What I did
- 01
Oiling the Wheels
As product lead on the steering group, ran the programme in two-week continuous-improvement sprints. Each sprint tackled one area: role charters, team metrics, ceremonies, roadmap and resource planning, portfolio OKRs and dependency mapping.
- 02
Skill cards
Built a competency and maturity framework covering product, product operations, design, research, data and business analysis, with each competency described across five levels from novice to expert.
- 03
Onboarding & KYC
Led discovery, design sprints and experimentation on an app redesign and a KYC onboarding overhaul across money-transfer corridors.
- 04
Support automation
Owned vendor selection and rollout of the Intercom customer-service chatbot to automate support at scale.
The result
- Net activations up 5 to 10 points
- Speed, efficiency and predictability of delivery improved sprint by sprint
- A shared capability framework used for coaching and performance conversations
- Budget managed to plan, with savings reinvested in design hires