I managed the team of UX/UI/service designers (both in Israel and Brazil) for a leading Corporate Digital Bank. I also managed the Israel-based product managers at the same time.

I continued my role from Weel after the merge, integrating the Weel customer-facing and internal admin technology into the BS2 ecosystem.

Weel was a fintech focused on small and mid-sized business financing in Brazil. The product was a digital application for discounting receivables. From when I joined, the outstanding book scaled from R$ 19 million to over R$ 93 million. The performance of the platform led us to a successful exit to a leading Brazilian digital bank (Banco BS2). I led the product department, which consisted of product analysts and UI/UX designers. We created and managed the feature roadmap, all business and design requirements, sprint planning, and operational implementation. We worked closely with Engineering to deliver a high quality product. I learned how to manage cross-language and cross time-zone barriers as we needed constant alignment with our Brazilian office.I also re-structured the Customer Service department (based out of Brazil), creating department KPIs, training material, internal reporting templates, NPS, Phone and Chat systems and integrating the above into the company's CRM.

I led the Marketing Operations department (read: Product and Project Management), providing services for three e-commerce brands (Green Smoke, MarkTen and Verve) owned by the Fortune 200 company Altria. My department included:A program manager, 5 project managers, 3 business analysts, a resource manager, and the manager of the customer care platforms. We delivered highly complex, marketing services projects. - Projects ranged from full web site builds, to weekly promotions and new product launches. We also managed internal system integrations.- Projects typically included: UX, digital marketing, custom e-com (Magento) store capabilities, legal compliance, customer service, warehouse operations and retail operations- Project timelines ranged from 2 weeks up to 12 monthsAt the same time I was still managing the customer care infrastructure: CRM, phone, chat, email, performance management, scheduling, etc.)Worked with executive management to implement cross-functional process change initiatives

- I continued managing the CS infrastructure, with broadened responsibilities including overall Marketing Operations- I dramatically improved successful project implementation by initiating the use of business requirements documentation in the company- I hired and trained a team of business analysts and integrated them into the project management flow

All of my previous role with the new addition of leading Brand-driven projects and initiatives, as well as the overall Customer Service department strategy.Our CS Department (75+ agents) handled over 250k interactions annually, and was awarded (twice) with the StellaService Elite Award, recognizing our best-in-class customer service on phone and chat for GreenSmoke.com. Our agents both acted as CS and sales, with both commission and performance-based bonuses.I worked closely with the legal compliance department to create policies, processes and procedures for the Customer Service Department including the legal escalations processes, Customer Care Business Standards and Age Verification Standards (Tobacco is a highly regulated environment!).

- Designed and implemented infrastructure platforms used by Customer Service to achieve greater efficiency and data management (Microsoft Dynamics CRM, Liveperson Chat, InContact IVR, Nice WFM, Nice Engage, Magento)- Integrated agent processes with IS platforms which support CS policies and standards- Managed business relationships with CS vendors (InContact, Liveperson, etc.)- Lead cross-brand strategic projects- Provided consultancy service and expertise for CS management as related to agent workflow formation

Project Management for the Customer Service department (60+ agents) servicing two e-commerce brands.Responsibilities included: - Management of the company's Microsoft Dynamics CRM - Day to day management of a 3rd party team of CRM architects, developers and QA - Negotiating cost reductions - Leading requirements creation - Directly managing complex multi-platform integrations - Managing the deploy cycle - All internal communication regarding changes and agent training related to new features - Legal/compliance policy auditing and creation for the Customer Service Department - Management of development and design teams including coordinating deployments