دينيس كوزنيتسوف

Emirates Islamic is one of the leading digital Sharia-compliant banks in the region, part of Emirates NBD Group. Offers products for individuals, small businesses, and large corporations across various platforms and channels.

In this role, reporting to the COO, I lead the IT PMO unit responsible for the delivery oversight of Transformation Programs, Projects, and Change Requests by Group IT and to ensure adequate support to Business is provided by IT for day-to-day operations. In addition, the unit offers paper-based process automation using low-code solutions on SharePoint independently of Group IT.

Key achievements:

● Implemented 50+ group projects and 150+ change requests since 2019
● Implemented transformation programs such as Core Consolidation (Finacle), EDP (Sybase replacement with Hadoop, Hana), Online/Mobile Channels, IBM BPM solution, Tablet, Retail Assets platform migration, etc.
● Automated 200+ email, paper-based processes using low-code solutions on SharePoint, which improved efficiency by ~25%
● Introduced differential SLA and other cost-neutral solutions to provide faster IT Incidents resolution for HNWI, Central Bank requests, and complaints, i.e., 1 day TAT vs. standard SLA of 3 days
● Reduced the number of IT Problem Tickets by 50% in the span of 12 months along with 33% resolution TAT improvement by introducing better governance, control, stakeholder engagement, and reporting

Develop and manage front-end digital channels across ENBD network with an objective of Sale & Service migration to non-manned channels and improved branch staff efficiency. This includes ITMs, ATMs, Teller Cash Recyclers etc.
Key projects:
- Interactive Teller Machines operations set-up - 1st in GCC
- Branch transactions migration to Self-Service banking terminals
- APTRA Activate multi-channel platform implementation (for ATMs) - 1st in GCC
- Others digital projects (digital forms, instant customer onboarding & servicing)
- Emirates NBD 2016 Innovation Day winner

In this role, I was responsible for the execution of innovative digital projects for crucial business lines to improve operational efficiency and cost-effectiveness, leading project teams, vendors, and stakeholders management

Key projects:

● \[Tablet Sourcing\] Gathered ambiguous business requirements and mapped over 100+ complex Sales and Operations processes that enabled the design of efficient automation for 50+ manual processes (incl. Account Opening, EIDA integration and card data population, AECB, UAEFTS API calls, Credit Decision Making, Pricing Engine, Sharia Trading). Duties included workshops with 20+ stakeholders, vendors, and SMEs to ensure that maximum business requirements were delivered. Also, did change impact assessment to meet IT Security and Operational Risk expectations
● \[Documents Archival\] Customer documentation repository revamp that led to ~25% increase in back and front office operational efficiency and ~60% reduction in customer documents requests (aggregation, classification, metadata introduction, access control management)

Leadership role aimed to drive and support elements of the end to end integration and transformation for new Emirates NBD and Emirates Islamic units into Tanfeeth, lead business teams in implementing Tanfeeth operating model including lean practices as well as breakthrough projects.

Key projects:
- End to end process re-engineering and cost optimization for all voice units (Inbound & Outbound call-centers, Collections, Retention - circa 1, 000 FTEs), including:
- Branch activities migration to the call-centers
- Call-centers empowerment with Straight Through Processes (STP)
- Outbound sales call-center set-up within Tanfeeth (including back-office processes reengineering) - for Emirates Islamic
- Performance management system (incl. incentive) design & continuous improvement for all voice operations & support units e.g. WFM, Service Quality, Dialer teams

Executing transformation projects in partnership with McKinsey in various Business Groups with the Lean 5 lenses approach, i.e. Process Efficiency, Performance Management, Organization & Skills, Mindset & Behavior, and Voice of the Customer.

Key projects:
• BRANCH TRANSFORMATION:
- Lead and customer profiling model revamp
- Onboarding process reengineering (including back-office processes) - instant card issuance, application processing TAT reduction, forms optimization, digitalization etc.
- Elimination & reassignment of non-sales activities away from the sales force
• FINANCIAL INSTITUTIONS BUSINESS GROUP TRANSFORMATION:
- Onboarding TAT reduction (by over 50%) through front-line restructuring, MIS improvement & KPI review (front and back offices)
- Credit line annual renewal process optimization by empowering the RMs/Business (Risk policies review)
- Streamlining ‘business as usual’ LGs, LCs etc. approval processes by delegating some decision making authority to back-office (front and back office processes reengineering)

Formalizing growth strategy and implementing the same for the 3rd largest ATM network in UAE including mobile ATMs;
- Introducing new services on ATMs;
- Ensuring high availability of ATMs;
- Managing vendors and various business partners on AMC, rents, services etc.

Main Achievements:
- Network growth by 10% in half a year;
- Off-us transactions growth by 5% ensuring channel profitability and brand exposure

- IVR optimization (self-service, POM etc.)
- Developing automated reporting tools;
- Long/short term resource planning for the units with over 200 staff;
- Managing units finance to maintain break-even revenue model;
- Coordinating outsourcing projects

Main Achievements:
- Automated reporting tool built on SQL, Visual Basic;
- Successful roll-out of Teleopti Work Force Management system;
- Successful Call-Center migration to new premises

- Call-center design and set-up: IVR, Agent Desktop etc.;
- Building on contact-center capabilities (e-mail, sms, web-based interaction);
- Introducing outbound sales functionality;
- Staff hiring, coaching and training

Main Achievements:
- Call-center growth from 8 to 40 agents;
- Agent productivity growth by 50%;
- Maintaining TSF & Abandon rate within international standards