senior program manager
AXA Gulf
Total years of experience :17 years, 4 Months
Lead transversal projects covering multiple lines of business, strategic initiatives and operational transformation programs across AXA Gulf in line with regional business strategy. Define new processes, apply Lean Six Sigma methodology to implement Business and operational improvements. Ensure operational excellence is in place while doing large programs. Implement and track KPIs to measure changes. Drive change Management along key organization Programs.
Lead transversal projects covering multiple lines of business, strategic initiatives and operational transformation programs across AXA Gulf in line with regional business strategy. Define new processes, apply Lean Six Sigma methodology to implement Business and operational improvements. Ensure operational excellence is in place while doing large programs. Implement and track KPIs to measure changes. Drive change Management along key organization Programs.
Lead transversal projects covering multiple lines of business, strategic initiatives and operational transformation programs across AXA Gulf in line with regional business strategy. Define new processes, apply Lean Six Sigma methodology to implement Business and operational improvements. Ensure operational excellence is in place while doing large programs. Implement and track KPIs to measure changes. Drive change Management along key organization Programs.
Develop Reengineering projects related to Corporate, Credit and Trade including:
Analyzing, planning, proposing, developing and implanting solutions.
Always taking first the Client point of view to understand what are the main issues to solve and looking forward to give the best service and experience the Client can have in the market
Standardize and control processes that are not well defined.
Measure what needs to be measured to be able to control the processes.
Review processes end to end.
Propose area changes within the studies of capacity to deliver quality service on time.
Citibank - Process Reengineering Manager
12/2012 - Present Full time employee
Responsibilities: Manage projects where there is a re-engineering involved. I work on making the process standard with lean six sigma methodology, so the response time to the clients is reduced. I encourage every area of the organization to work with these thoughts so every day the work can be done in a better way. If a new product is about to be made, I manage the design of the process.
Control the process team (5 persons), check every process proposal.
Main achievements: Apply process reengineer to main bank products to get standard response to the clients, putting down the quantity of question during any process. I also created the methodology to use from now on in reengineer projects, since this is a new area.
Major Projects:
• Account Opening: The process of Account Opening had been taking long time for the Customer, so I started to look at the process from the beginning till the end, starting with the Customer’s first step. I found out that there were 2 major problems that would solve the 80% of the issues. First the Customer’s form wasn’t simple to fill, and Second the process wasn’t being controlled by anybody. Therefore we had to make an easy way to fill the forms and we had to start taking over the process. The first solution was to put the form in the web page, so the software at the web page would control and help on what the Customer write, if it leaves blank spaces that it shouldn’t or if it writes State’s names that don’t belong to the County for examples. At the end of the web page experience the Customer would only write its name one time instead of 5 times, and its name will be printed in the 5 pages that have to be in. The second solution was to implant a workflow that controls the process to let the bank know what the real time of the process is and what are the true causes of returns during Account Opening so we can fix it. It is necessary start to measure the defects to be able calculate the six sigma. The main idea here is to do the process right at the first time, in the correct time. There will be a second phase of the project where I am proposing to reduce the paper use, so somehow when the Customer fill its online forms the process continues right away with no transportation to the bank office. The customer will know how much the process takes with a small standard deviation.
• Warranties: The warranty process was losing information at the end of every month; managers could not see what was going on there. We had to review the whole process and found out that the data was being filled in the first area, but it wasn’t being transmitted to the rest of the process. So at the time of reporting the result the data wasn’t coinciding. We had to teach the users how to use the warranties system and implanted indicators that would let us know more about the warranties, so we could control how many entered per month, and how many are active.
• Demographic Data: The upgrade of demographic data process for the Customer was not at all satisfactory. Sometimes it would call for an upgrade but a few weeks later it found out that it address hadn’t change or was destroyed for an unreadable address. The first problem here was the different 3 software where we had to upgrade the demographic data, so I came with the solution of only enabling the upgrade in one system and this system is going to send the info to the others systems. That would reduce the time of the upgrade process, would give a faster service to the Customer and would cause a minimum impact of mistakes from the operator since it would only write one time in one system.
Responsibilities: To control the cash management between the Bank Offices and the Outsourcing company who transport the money from one place to another, the way to do it was creating and managing indicators that will alert the responsible of the amount to be transported about it unusual behavior. Also I had to control the biggest and the smallest amount of money that could be used on every ATM in a network of around 1300 dispenser machines, to reduce expenses.
Main achievements: Reduce expenses through minimization of cash trips between the Bank Offices and the Cash Warehouse Initially it was over 4200 trips per month, then it went down to 3800 trips per month. There was a project to adapt the new software to manage the cash flow which I had to manage. With the implementation of this software the quantity of time employed in the cash management was reduced so the Bank Offices Managers could spend more time in other duties. Create the automatic information for the managers to control the behavior of theirs offices. Give a better service to Clients on the use of ATMs by always having enough money to dispense and alerting the bank when the machine was running out of cash
Responsibilities: Optimize different bank processes, minimize the answering time to the Clients, eliminate rubbish inside the bank process, and standardization of services to give a better experience to the public. Analyze the product´s behavior; propose improvement to the bank processes. All this using Lean Six Sigma Methodology
Major Project:
• Financial Trusts: The different process involved in Financial Trusts didn’t had control from the manager and the response time from the bank was high when it had a response, so after studying the process I found out that so many activities like for example checking for a signature could be done in a system and that would improve the response time of the whole process and the process itself could be controlled for the management. I reached the standardization and with it the response time of any transaction wouldn’t be longer than 48 hours. The Customer started receiving notifications for every step of the transaction process.
Business Award