1) Backlog ownership & control:
• Own and control the product backlog for LOS, Sales App and sales backend: decide what goes in, what goes first and what is out of scope
• Prioritize by business value, regulatory deadline, risk, effort and dependencies on other systems (MoSCoW, WSJF); keep the backlog clear, sized and ready before each sprint
• Protect sprint scope: assess every change request for impact on timeline, cost and connected systems, then decide or escalate with a clear recommendation
• Accept or reject delivered increments against acceptance criteria and the Definition of Done; build the quarterly roadmap aligned with business targets (disbursement volume, approval rate, TAT, cost per loan)
2) Requirement & solution consulting from day one
• Work with business owners (Sales, Sales Admin, Risk/Credit, Operations, CVM, Compliance) at the idea stage: understand the pain point and the business target behind each request, not just the feature being asked for
• Consult and challenge requirements: question unclear or conflicting needs, propose simpler alternatives, and separate must-have from nice-to-have
• Draft the solution option(s): high-level flow, which system does what, impact on existing processes and data, trade-offs and estimated effort; then align with Solution Architect, Tech Lead and vendors on the final approach
• Facilitate the discussions needed to close open points between business and technology teams quickly; make sure BA/dev teams have what they need to detail and build
3) Delivery across legacy systems and new platforms
• Drive delivery in a hybrid landscape where legacy systems and the new platform co exist: define which flows stay on legacy, which move to the new platform, and how they hand over to each other
• Work through complex cross-system issues: data sync and mapping between old and new systems, status consistency, duplicated or conflicting business rules, integration timing and fallback
• Plan phased rollout and transition: parallel run, pilot by product/channel, data migration, cutover and rollback options, with minimal disruption to sales and operations
• Proactively identify blockers, technical constraints and dependencies across IT, vendors and business; drive them to resolution and escalate early when needed
4) Product scope: LOS, Sales App & sales backend
• LOS: the end-to-end origination flow, from lead, application capture, eKYC & document upload, data checks (CIC, blacklist, fraud, dedupe), scoring & credit decision and approval matrix to e-contract/e-signature and disbursement, including exception flows (supplementary documents, rework, re-appraisal, cancellation)
• Sales App: lead management, customer onboarding, eligibility pre-check, loan calculator, application submission, application tracking and notifications for direct sales, DSA and telesales
• Sales backend: sales hierarchy and territory/POS, sales code onboarding/offboarding, lead allocation rules, target assignment, KPI dashboards and data inputs for incentive/commission
• Integrations: loan management/core lending, decision engine, CIC, eKYC/OCR, e contract, payment, CRM; with role-based access, audit trail and personal data protection built in
5) UAT, go-live & post-release
• Own the UAT strategy and business sign-off: make sure test scope covers product rules, approval paths, legacy-to-new integrations and edge cases; coordinate Sales, Credit and Operations users through UAT
• Own go-live readiness: cutover, user training and communication to the sales force and operations teams
• Lead hypercare after go-live: monitor incidents, drive root-cause fixes and feed improvements back into the backlog
• Track product KPIs (TAT, STP/auto-approval rate, drop-off by step, Sales App adoption) and report status, risks and results to management
