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Work Background
PayNet (Payments Network Malaysia)Innovation Consultant (Advisory)
Jul. 2024 - Nov. 2024
cantmakethishitup.comBook Author
Mar. 2024London Area, United Kingdom- Book Title: "You Can't Make this SHIT up: Unraveling the mysteries of Customer Interaction"
- Expected Launch: Q1 2025. A practical guide for executives on driving CX transformation.
Hong Leong Bank BerhadChief Digital and Innovation Officer
Mar. 2018 - Jan. 2024Kuala Lumpur, MalaysiaSetup a new function to instil a culture of customer centricity, experimentation, entrepreneurship & innovation. Establish a future proof Digital & CX strategy. Based on market & customer Insights, system & research data, identify key opportunities for customers across the lifecycle. Ensure prioritised execution to deliver key customer outcome & engagement, top line growth, & lower cost across all channels. Take colleagues on a journey to transform the organisation from ‘doing Digital’ to ‘being Digital’. Key highlights in numbers:
❖ NPS at +56 in 2023 (+3 in 2017); 99.9% of all transactions via digital; 55% of transactions happen outside of branch hours; Cost to acquire down 80%; 3x increase in digital retail transactions & 130% in value; 40% growth in corporate digital users & 110% in volume; CSAT T2B rating at @4.46 for retail & @4.64 for business; 50% increase in cross selling via analytics; onboarding time of SME’s 15 minutes; etc First-of-its-kind Customer-centric Digital innovations:
❖ 100% self serve onboarding; delivered a suite of value services to SME’s - payroll, accounting, marketplace, digital enablement, etc.; launched onboarding & servicing via iPAD; 2 click credit card approval; bot enabled graduates recruitment; day/night mode on mobile; securechat on mobile; PocketConnect - gamified experience for kids to Earn, Save & Spend; Unique propositions like HLB@School, HLB@Work, Instant onboarding enabling merchants to accept Mobile payments + Wechat, AliPay; etc. Culture of customer centricity & innovation:
❖ Identified key partners - gaming, ecommerce, voucher shop, etc.; Digital Day event once every year on 7/7 (retail) & 8/8 (SME) driving top line growth
❖ Deployed Customer Insights for qual & quant, co-creation, usability, etc. Deployed DT & Agile; State of the art CX & JumpStart@65 lab, etc.
❖ Built an ecosystem via HLB accelerator LaunchPad, Hackathon (Financial Inclusivity, Omni channel CX, Datathon, Sustainability, Metaverse, Generative AI)
CapcoPartner (Digital), APAC & India
Jan. 2017 - Dec. 2017Singapore
BarclaysManaging Director R&D, Client and Customer Experience
May. 2014 - Oct. 2016London, United KingdomTo create a new function that’ll drive ‘Horizon 3’ thinking across all Barclays businesses - to ensure future relevance, identify and drive pursuit of new sources of revenue and profit in current and newer markets. • Designed end-to-end executable vision with initial results evidencing paperless, straight through, multi-channel self service and assisted onboarding for domestic and foreign nationals (wealth, retail, cards – consumer and merchant, etc.) leveraging key technologies like biometrics, intelligent scanning, Instant PIN & Card, etc.
• Built an ecosystem comprising of strategic banking and non-banking partners (via Fintech and Barclays Accelerators - TechStars), government(s) and academia to continually innovate for the future. • Delivered business value by establishing global strategic partnerships with banks, utilities and corporates First-of-its-kind Customer-centric Digital (Mobile and Online) & Service Innovations: • Designed a “digitally pure” next generation banking proposition (patent pending) • Created paperless experience to onboard customers in South Africa and foreign nationals in the UK – leveraging biometrics and other technologies
• Transformed key customer journey’s across businesses by embedding first-of-its-kind customer centric invisible authentication across channels and products – with a few of the roadmap elements now live with NPS upwards of 60 [Mobile OTP, Video banking, SmartCall (patented), SecureChat, Intelligent Alerts, Biometrics (Finger Vein, Voice, Facial), PINView, SSO for Customers]
• Delivered innovative mobile propositions for multi banked customers – driving an increase in international customers and data driven propositions
Barclays Bank PLCHead of Digital Automation and Engineering (Innovation & Customer Experience)
Jun. 2011 - Apr. 2014Global - USA, UK, Africa, Western Europe, UAE, Asia Pacific, IndiaLead design and delivery of a “Digitally Pure” proposition for Customers and prospects globally. Create and deliver insights driven “One Barclays” Customer, Client & Colleague Digital Strategy to position Barclays as a global leader amongst the traditional banking and non-banking competitors. Value Delivered: Cost, Customer Experience highlights:
• 100% paperless <10 minute onboarding experience delivered leveraging biometrics in South Africa and UK • Eliminated bad volumes from the Contact Centre (19% AHT), Branches (100K per month) & Paper (2+million/yr)
• 82% reduction in Authentication methods improving customer & colleague experience and reducing complaints
• 75% to 95% improvement in on-boarding of new Customers and Clients (Cards, Retail, Wealth)
Barclays Bank PLCChief Operating Officer, Technology Quality and Risk
Jan. 2008 - Dec. 2009London, United KingdomAs COO, managed operations for a 1000+ strong function with a budget of over ~£120m – strategy, planning, finance, workforce strategy, globalisation strategy, execution, efficiency, and quality. Expense Control / Quality Improvement / Productivity Enhancement
* Operational efficiencies of over £15mn delivered within TQR as a result of test automation and reuse, automated reporting, vendor renegotiation, globalization of workforce, and data driven decision making.
* Deployed standard KPI’s to drive consistency and measure performance of the global entity.
* Standard performance and predictive dashboard now a key management control – reviewed monthly driving continuous improvement.
Barclays Bank PLC (London)Global Head of Quality & Continuous Improvement
Jul. 2007 - Jun. 2011London, United KingdomJoined as a turnaround specialist to improve quality and enable global execution. Deployed the ‘right’ people, process and technology infrastructure to transform the customer experience, project management, delivery, and service stability. Established and executed the Technology Quality & Change strategy to embed a culture of customer centricity, quality across the global enterprise - Emerging Markets (14 countries) and Western Europe (5 countries). All programs to influenced an annual technology spend of ~£1.2bn and a global workforce of over 11,000. Managed operations for a 1000+ strong function with a budget of over ~£120m – strategy, planning, execution, efficiency, and quality. Organizational Culture
• Transformed the “Customer Outcome” delivery process by implementing Design Thinking, Visual management, LEAN and AGILE principles across the enterprise.
• Developed the Quality Strategy and Implemented a Quality framework to ensure delivery accounts for all channels. High severity incidents reduced by 85% in 2yrs. • Established the right foundation to explore investing in disruptive technologies and concepts and engage customers and key partners to co-create. Expense Control / Quality Improvement / Productivity Enhancement
• Delivered over £25mn savings and £50mn cost avoidance in 3 years leveraging LEAN and 6 Sigma. • Operational efficiencies of over £15mn delivered as a result of test automation and reuse, automated reporting, vendor renegotiation, globalization of workforce, and data driven decision making. Metrics & Measurement
• Performance and predictive dashboard now a key management control driving continuous improvement. • Cost of Poor Quality now a standard measure; baseline at 47% in Q2 2009; 15% in Q2 2011.
AT&T - $250+billion Market cap (Post acquisition of Bellsouth & Cingular Wireless) USAExecutive Director, Quality, Productivity Tools and Continuous Improvement
Dec. 2006 - Jul. 2007Seattle, WA, USAPost acquisition of Bellsouth and Cingular Wireless by AT&T, AT&T is now the largest telecommunication company in the world with a market cap of 250+ billion dollars. ATT Mobility - Key accomplishments include (but not limited to):
1. Launch of industry's game-changing product - iPhone
2. Lowest churn in the past 3 years
3. Highest Average Revenue Per Customer in the past 3 years
4. Highest Customer Satisfaction in the past 3 years
5. Lowest defect rate - System Development Life Cycle
6. Highest Availability of business critical application
7. Reduction in Cost Of Poor Quality - over $40million in 2 years (6 Sigma)
8. Highest Employee Satisfaction rate in the past 3 years
9. No Sarbanes Oxley gaps - IT's CM and SDLC are within defined control thresholds
10. Fewest dropped calls in the country
11. Most highily regarded Wireless career in the country
Cingular Wireless (Post acquisition of ATT Wireless) - #1 Wireless provider in the USASr. Director: Quality, Productivity Tools & Continuous Improvement (IT Methods and Processes)
Nov. 2004 - Dec. 2006Greater Seattle AreaJoined Cingular following AT&T Wireless acquisition & challenged with minimizing IT risk and making CW an employer of choice. Oversee efforts to improve IT's productivity in the areas of SDLC, PM, change & configuration, metrics & measurement, quality, support tools, and IT operations. Initiate and direct efforts to eliminate duplication of work, organizational silos, and disparate processes. Introduce measures and metrics, IT tool standards (Directed design, dev & deployment of an integrated platform - PRISM - comprising of home grown and third party tools; platform provides role-based data driven decision making capabilities), software & service quality, structured learning, leadership development program, and communication strategy. Implemented web enabled enterprise Balanced Scorecard - Quadrants track Revenue Intensity, Rate of Penetration, Reputation, and Return on Operations. Lead 140-member team with 10 direct reports. Accountable for SOX compliance for the SDLC & CM domains.
AT&T Wireless Services (USA)General Manager - Enterprise Testing, Sr. Director - IT Methods, Process and Quality
Jul. 2003 - Nov. 2004Primary responsibilities include improving IT organization’s productivity in the areas of software development, project management, change & configuration management, tools, and IT operations. Direct report to the CIO (Chris Corrado) & CISO (Karen Worstell). Managed a global team of 300+
• Delivered savings of over $25MM, defects reduction of 360%, Production stability improvement of 400%, IT Service CMM Level 3-4, CMMi Level 2-3, and 100% GCC-SOX-SDLC and GCC-SOX-CM compliance.
• Saved over $10MM in 12 months in areas of IT productivity improvement and quality of software delivery by leveraging project management, RUP, ITIL, six-sigma tools. • Successfully implemented software quality, measurement & metrics. Improved overall productivity by 55%.
• Established an enterprise testing solutions office. Saved over $15 mil in first 12 months. Reduced cost by over 50%.
• Successfully lead the implementation of Sarbanes Oxley GCC using the COSO & COBIT resulting in 100% compliance.
NextCardVP, Architecture and Development
Jan. 1999 - Dec. 2002San Francisco Bay AreaManaged eCRM platform development, migration projects, cross-functional teams, and disaster recovery site planning for virtual credit card issuing company processing more than 3.5M applications monthly. Directed strategic IT initiatives to increase customer retention and lower operating expenses, implemented standards and leveraged cost-effective global resources, and established offshore agreements. • Lead delivery of Gomez award-winning innovative customer facing digital platforms > Campaign management for prospects and existing customers
> First-of-its-kind online Card Customer acquisition & fulfillment
> First-of-its-kind one click balance transfer, picture card
> Instant cross sell and up sell applications
• Delivered $4M first-year reduction in marketing costs while improving account quality; delivered essential business monitoring tools including Internet Database Marketing Engine
• Expanded development capacity to eventually launch 60+ cross-functional productivity applications that established Café as an integral NextCard productivity and communication tool.
• Lead delivery of advertising procurement management system, tracking, and forecasting system enabling real time intelligent decision making (down from 25-30 days)
Ravel Software, Inc. (USA)Manager, Web Development Projects
Jan. 1996 - Dec. 1998San Francisco Bay Area• Visualized, designed, and developed company eBusiness strategy; established & executed against an effective Internet sales & marketing Strategy. Created a new ecommerce business revenue stream.
• Designed, developed & managed IT infrastructure, client ecommerce software solutions.
• Setup an India Development Center in Chennai.
NIIT Limited (INDIA)Senior Consultant
Jan. 1992 - Dec. 1996New Delhi Area, IndiaFounded in 1981, with the mission of "Bringing People and Computers Together...Successfully," NIIT services enterprises and individuals in 42 countries with its wide ranging Learning Solutions. The NIIT Group is also positioned strongly in the software and services space through NIIT Technologies. • Advised executive management on capabilities to identify new business revenue opportunities.
• Delivered first-of-their-kind innovative products for the Indian marketplace: > Expert System for Fire Protection
> Multimedia Point of Sale
> Multimedia “Elevator Series” CBT
> Digital Interactive Multimedia for AIDS awareness
> Multimedia Information KIOSKS
> First online varsity and introduction of skillets
• Researched technologies including Artificial intelligence, Multimedia, Internet and Intranet • Published research-based articles, papers and participated in conferences
Various - listed belowConsultant (Part Time)
Jan. 1988 - Dec. 1992• Idea Machines, Consultant Expert Systems
• SIMA Labs Pvt. Ltd., Chief Programmer
• HP Mehta and Co, Programmer Analyst
• Interchip Electronics, Programmer
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