Carlos Sánchez

Monster Worldwide is a global job board platform allowing job seekers to find the correct position. While everyone has at some point looked for a job, the way candidates try to find a new job has drastically changed in the last few years.

For this reason, understanding their most significant pain points through feedback channels was key to identifying how the mobile app could be further improved. Ideas were drafted, and prototyped solutions were run through users to confirm our assumptions or further iterate on them.

This approach reduced the uncertainty of not knowing if features were going to succeed, and thanks to this, the average customer reviews raised by one point.

While the team struggled to identify why more users wouldn't finish the mobile app registration flow, we decided to take a step back and draw a customer journey map for every interview (from customers and stakeholders) to get a clearer picture of where our opportunities were.

Thanks to this progress, we shortened a multi-step registration flow into a much simpler form, which lifted the conversation rate by four.

Tesco Clubcard is the loyalty card of the supermarket chain Tesco. The Clubcard CE scheme operated in the Czech Republic, Slovakia, Hungary, and Poland.

As a product owner, I worked alongside different marketing and technology departments to improve the way Tesco customers interacted digitally with its loyalty program.

With a goal to drive innovation, new processes, and faster delivery, I was assigned as the product owner and led the development of the Digital Clubcard Program mobile division in Central Europe.

Working with Tesco senior leadership, the team's new ways of working helped define the new processes and development procedures, increasing the stakeholder buy-in and driving improvement in the team morale.

A Scrum-based process was implemented, involving internal stakeholders and end customers. The continuous loop of user feedback and delivery was vital in increasing the reviews of the mobile apps from 3.5/5 to 4.6/5.

These improvements led to adopting the processes into a formal proposal. Other technology teams successfully moved from a Waterfall environment with a low level of client feedback to a high-velocity value-driven development process.