My responsibility is to lead an Agile team in order to develop and maintain a portfolio of end-to-end large-scale products (covering 75% of bank's credit portfolio). I provide counsel, insight and encouragement to business counterparties for envisioning and describing product development needs. My duty is to ensure successful completion of each phase (incl. budgeting, negotiations with board and other stakeholders, sign-off, launch and maintenance) within a development project.Results:- Gradual implementation of a self-governed product development team with end-to-end delivery capability.- Digitalization and automation of several complex retail and corporate banking processes (mainly in credit domain)- Design and development of a new bulk payment method for business customers- Redesign and development of customer authority and rights management architecture

I was responsible for leading product development projects from ideation to delivery in the retail investment domain (all sales and service channels). Important part of my daily routine was keeping stakeholders (from sales to C-level management) aligned by providing updates and receiving feedback.

I was responsible for describing business requirements to be used by IT analysis, providing business process descriptions to IT, E-channels and business counter-parties. Also, I lead business development projects related with pension and investment products, processes and applications at Pan-Baltic level.

The goal of my role was to transfer and refine customer’s business requirements into deliverables for the IT development team via modelling and analyzing workflows, UI/UX patterns, business processes using agile methods

Participated in the fixed- term research project led jointly by TalTech and Jeppesen (owned by Boeing Inc). In general, my tasks in the project were the analysis (AS-IS vs TO-BE) and modeling of cross-organizational business processes of an airline company. Compiled scenario-based process simulations in order to measure performance and detect resource waste.

As a Product manager for Estonian market I was responsible for leading various projects related to e-services (e-invoicing, e-payments etc.), proposing & implementing new ideas for product development (both from business and functionality perspective) and providing Estonia-specific localization service.

As a manager of 8-person team my primary task was to ensure the provision of full-service support for Front Office (call centre) and Sales units in order to meet the requirements given in the corporate SLAs. Additionally, I took up the role of channeling and implementing new ideas and solutions in the Production department and promoting a more business-minded approach among the management.

Videobet is part of Playtech Group Ltd.Established the HR management functions in this subsidiary of Playtech. This included staff selection and hiring, evaluations and motivation, training and coaching. In accordance with the board I created HR policies, relevant procedures and documentation. Besides above I administrated company’s intranet and various HR databases, compiled HR reports and budget plans to the board. Over the years I gained also the trusted role of consulting managers and employees on solving conflicts and (personal) problems.

During the service my area of responsibility gradually expanded to all the supporting areas of the organization: HR management, finance & accounting, logistics, communications, PR, legal consultations and documentation. During the latter stages I was assigned the position of the 1st Deputy of the Commander of the School and I managed a team of 10-12 persons.