Fintech products at JP Morgan Chase

I joined JP Morgan Chase Corporate Investment Bank at a critical juncture as the technology team was planning to build a central application for internal bankers to service corporate clients with account management and digital payments. I had to create a roadmap to migrate the core functionality portfolio managers need to serve their clients into a new modernized application. Employees often had to swivel chair to disparate systems to complete these tasks.

I had to Oversee the end-to-end product development life cycle from ideation through planning, execution, and launch. I had 4 product managers and 5 scrum teams to achieve this goal. I worked directly with a team of internal designers. I had two lines of business as my stakeholders contributing to the budget.

I had to create annual roadmaps, timelines, schedules, cost control, risk mitigation, requirements gathering, development sprints, and post-release feedback loops. Communicate effectively with project stakeholders and guide cross-functional global teams to work collaboratively to deliver innovative solutions.

Migration Plan

Service Portal developed in mid 90s was a tool that originally designed to be a central place for all client portfolio managers to access client accounts, entity structures, digital payments and transactions. I was tasked to lead a team to migrate these core functionality over to the new tool (Navigator). I started by prioritizing the features and flows using two criteria - identified isolated flows that users can leverage to complete client requests without any interdependency on the flows that are not migrated yet. Another factor was the frequency of usage and having my team focus on building the flows that are heavily utilized today.

Roadmap Plan

We had a total of 3 year to build a central application for the portfolio management team - 2 years to migrate and modernize the core functionality and another year to introduce net new features. Based on the prioritization criteria guided by core KPIs (defined by stakeholders and user groups) we created annual roadmaps to achieve this goal. We had a rough horizon one (3 years) plan and each year we created detailed roadmaps by chunking the roadmap items into smaller rocks and pebbles.

Budget Proposals

Each fiscal year, I had to estimate the number of engineering teams (based on historical velocity) that are required to build the items on my roadmap and request budget to secure these teams.

Build a team

A big part of my role at JPMC was team development. I had to recruit, interview and hire top notch product management talent. Upon building a team of 5 product mangers I had to lead and coach these product managers while overseeing a diverse $8M portfolio of products and roadmaps that I was building with the help of my team. I crafted hiring and performance plans to attract and retain 11 product owners from top tech and fintech companies to our team and established career growth paths and plans for the team. People management is the most rewarding aspect of my role and I give the outmost importance to advocate for my direct reports and mentor junior talents in matrix settings.

Analytics and Voice of Customer

Since Navigator was a B2B tool and primary had internal users, my North Star metric was to increase capacity and employee productivity. The number one metric that I was measuring and marching towards was to reduce the end-to-end inquiry resolution time.

Improved the user satisfaction rate by 40% by building an intuitive, comprehensive desktop servicing tool

Metrics and KPIs

Recovered 10% of daily productivity with automation tools, including a robust elastic search engine that analyzed 50 sources in under 6 seconds and an e-mail automation tool that converted client inquiries into fulfilled cases

Improved the accuracy and compliance rate by 27% through an AI tool for transactional inquiries using SOPs

Reduced resolution times by 30% and saved $20M annually after building a client-centric inquiry resolution tool.

Partnered with executive leaders and cross-product teams to set the vision for the product and influenced key stakeholders to align resources and prioritization