The role involves defining the Product Roadmap through research and market engagements, tracking it, institutionalizing it, and getting the stakeholder’s commitment.My internal engagements with engineering, product testing, client delivery, client support, and sales help me prioritize and schedule product rollout plans.With a team of product owners, we design use cases for pricing, billing, enterprise product catalogue, deal management, and offer management for the BFSI industry, focusing on Retail Banking, Wholesale/Corporate Banking, and Correspondent/FI Banking.We pick up industry trends and standards and incorporate them into our products. We help partner engagement team in expanding our partner engagements. My engagement with prospective and existing clients in collaboration with our client engagement teams enables me to stay connected with real industry needs and helps me keep our products client-centric.I also have the advantage of leveraging our product marketing team's presence, which helps create market-facing collaterals.

This role required me to work with existing clients and prospects to help them unlock the product potential and provide business solutions. This was done by effective product fitment and gap analysis and aligning client growth strategies with product capabilities.Experience around the product was leveraged to communicate and help clients create their business cases around revenue optimization, cost savings by the faster rollout of products and services, market penetration with the bundling of products, and implementation of effective best practices around pricing and billing.

As part of creating an industry-agnostic product, I, with a team of Product owners, took in all our learnings in Pricing, Billing, and Revenue management from the last two decades from all the industries we have dealt with as an organization. All the global pricing and billing requirements for various banks and telcos converged. These learnings were converted into abstract features, best practices, and reusable functional components built over a composable architecture that can be used to deliver end-to-end functionalities.It also allowed me to put layered functional designs and architecture into action. New technologies (Kafka, Nifi, etc.) and microservices were used as substrates to design new generation integrations (both internal and external).API-centric and API-first approach was used throughout the product, and a complete separation of responsibilities between UIs and business logic was achieved.

I lead a team of 20+ functional architects who designed and delivered the core functionalities of a relationship-based billing and pricing product through a well-planned SDLC processAs a hands-on functional designer, business architect, I engaged in Business and Solution Consulting for strategic as well as tactical customer initiatives. I worked on many challenging client engagements in various countries. The work included included major system transformation initiatives, complex migrations in fast paced complete end-to-end project life cycles. In these engagements, I created strong client-vendor relationships for the organization and created many referenceable implementation sites for the product.My technology interaction areas were Nifi, Kafka, Hibernate, Spark, Hadoop, Microservices framework, REST services, Cassandra, HTML, CSS, JSP, JS, Oracle, MariaDB, Other Industry Standard and inhouse frameworksMy domain interactions were Pricing and Billing, Rating, RBP, Retail banking, Corporate Banking, Investment Services, FI Banking, Loyalty, Partner and revenue share, Payments and Cards, Complex Contracts, Business Travel, CPQ, Telecom Billing, Interconnect.In the area of general management, I carried out team management, work allocation and tracking, Stakeholder management, Roadmap Execution, Change management, HIPO analysis and performance management, Mentoring, Individual career progression planning, MI reporting, Data-based decision enabling, Delivery Risk Management, Project Management, Sprint Planning, Backlog Management, Reviews, RCAs and Retrospectives, As a CoE leader I lead 70 + BAs, Business Architects, Solution Consultants and Enterprise Architects.I carried out Resource Planning and Allocation across the organization while doing focused and targeted competency development.

I was the Customer Engagement Manager for 2 strategic accounts of the organization. One was a tier 1 bank in the UK and the other provided one of the world’s largest payment networks and card schemeI was responsible for account building, relationship building, and creating referable clientsThis role involved both sales acumen and technical knowledge and helping customers get the best out of capabilities delivered by the product. It was a mix of techno-commercial and functional roles.Working in collaboration with the clients and the internal product management team of the internal organization, I created opportunities for growth for the client, generating additional licensing opportunities for the product and channeling requirements for product enhancements.Working with these clients gave me deep insights into planning, budgeting, the execution of multi-track, multi-system global transformation initiatives, pitfalls, and best practices.

Under the leadership of a Business Unit CTO, I was part of a team of Solutions Architects who delivered a system transformation plan and strategy for rationalizing 700+ systems for a Global Telecom Player. I focused on understanding the pricing and billing systems the client had implemented across different countries and developing an approach to consolidating them into a harmonized and standardized system stack.

During this period, I implemented pricing and billing solutions across the globe for various clients. It was involved in requirements analysis, the configuration of systems, migration, client demos, product documentation, product testing, providing customer support, and the development of customizations.