Gino Lorenzo Aguilar

• 25% — Service Delivery Efficiency
• 18% — Feature Adoption
• 13% — Increase in NPS

PenBrothers was scaling across 20 clients, but operations couldn’t keep up. HR teams managed talent, contracts, onboarding, and tickets manually. Contract creation took 3-4 days, which is long enough to lose candidates to competing offers. A previous HCM attempt had poor usability and low adoption. Leadership recognized that the system was unsustainable and committed to digital transformation.

SOLUTION
• Led end-to-end product ownership of a rebuilt HCM platform covering payroll, talent management, ticketing, pre-onboarding, and onboarding.
• Began with stakeholder discovery to map friction points and define success metrics.
• Shipped a DocuSign integration as an interim fix, reducing contract creation from days to hours.
• Managed the full build cycle, including user stories, grooming, sprint ceremonies, and backlog management.
• Launched a modern, intuitive platform, and drove adoption through feature spotlights, quizzes, and a knowledge base.

We reduced contract creation from days to hours, recovering lost candidate offers. Improved onboarding consistency across all clients. The post-launch adoption program proved that engagement drives real value.

• 5% — Increase in Customer Experience Feedback
• 8% — Positive Feedback Above Market Competitors for our Chatbot
• 0 — Critical and Severe Issues Present
• **40% ** — Fewer Accessibility Related Tickets

ING’s IBBR platform faced multiple accessibility complaints from visually impaired, colorblind, and screen reader users. Critical issues included poor contrast ratios, unreadable chatbot interactions, and missing speech-to-text functionality. Non-compliance with the European Accessibility Act risked significant regulatory fines, making resolution a legal and business priority.

SOLUTION
• Conducted a hands-on accessibility audit using AXe DevTools, mapping critical and severe issues across IBBR use cases and the chatbot against European Accessibility Act requirements.
• Prioritized fixes by severity: contrast ratios, aspect ratios, screen reader compatibility, character count notifications, and speech-to-text and text-to-speech chatbot functionality.
• Wrote user stories and acceptance criteria for each fix, managed sprint cycles, and worked cross-functionally with engineering and design to resolve every critical and severe finding before the compliance deadline.

We achieved 0% critical and severe issues, which means full EAA compliance. Accessibility-related tickets dropped by 40%. Customer experience scores improved by 5%, and our chatbot outperformed market competitors in accessibility feedback by 8%.

• 7% — Churn Reduction
• 20% — Increase in Dropout Rate

ING faced rising churn driven by recurring feedback around monthly fees, transaction costs, and a lack of visible account growth. Users moving to close their accounts encountered a generic deletion flow with no personalized context, missing a critical opportunity to demonstrate the value they were about to walk away from.

SOLUTION
• Identified the account deletion flow as a high-leverage intervention point.
• Designed a new screen flow that surfaced personalized account data mid-deletion, such as interest growth, ETF and investment returns, and upcoming product launches, to give users a concrete reason to reconsider.
• Ran an A/B test comparing the original flow against the redesigned version, measuring drop-off rates at each step.

The new flow was my initiative, built from synthesizing churn data, user feedback, and behavioral patterns across 4 sprints.

We reduced churn by 7%. Drop-off rates during the account deletion flow decreased measurably in A/B testing. Long-term benefit was that it established a data-driven retention model that surfaces product value at the most critical user moment.

• 100% — Stakeholder Approval Rate for Concept and Design
• 30% — Projected Reduction in Support Call Volume (Target)
• 4 — Core Topic Categories Designed and Prioritized for Initial Release

ING’s legacy chatbot no longer met user needs because it was rule-based, keyword-triggered, and unable to handle free-text queries. Rising support call volumes were driving high operational costs, with each call incurring a cost. The business needed a smarter, scalable solution that could reduce support load without sacrificing customer experience.

SOLUTION
• Conducted a competitive analysis across fintech and non-fintech chatbots.
• Designed a topic selector as a transitional middle ground between the legacy chatbot and full free-text AI, which will reduce user friction during the shift.
• Analyzed existing FAQs to identify high-priority topics for the initial release.
• Designed follow-up question prompts and related topic suggestions to improve query resolution.
• Mapped optimal front-end placement and entry points based on cross-industry UX benchmarking.
• Received full stakeholder approval to proceed to development.

We secured full stakeholder approval for the initiative, which is now in active development. It is projected to reduce support call volume and agent costs at scale. Thanks to competitive analysis, we were able to position ourselves optimally.

• 50% — Reduction on New Hire Onboarding Time
• 60% Decrease — In Repeat Support Escalations
• 100% — Team Adoption of Agile Processes

The HCM platform relied heavily on undocumented, tribal knowledge across engineering, customer success, and operations. This created inconsistent implementations, long onboarding times, and high dependency on key individuals, limiting scalability and making it difficult to standardize workflows or enable automation.

Led a knowledge transformation initiative by extracting tacit expertise through interviews, shadowing, and workflow analysis. Built a structured knowledge base with 50+ articles covering product configurations, troubleshooting, and client use cases. Developed SOPs, decision trees, and escalation frameworks to standardize execution. Introduced an Agile framework (Kanban to Scrum), including ceremonies, backlog management, and definition of ready/done, aligning teams on repeatable, scalable processes.

Reduced onboarding friction and improved support consistency by standardizing knowledge access. Minimized reliance on key individuals, improved cross-team alignment, and established a scalable foundation

• **~ 50% ** — Faster delivery over expected timeline
• 90% — Client acceptance rate with no major revision cycles
• 100% — Scope completion for proposed projects

A major global pharmaceutical client required a full CMS migration of 200 existing web pages alongside the launch of 12 new pages — all within a tight timeline, managed across a globally distributed agile team of developers, designers, and QA.

Functioning as the Project Manager, led daily standups, owned the product backlog, and translated client requirements into actionable user stories across sprints. Worked directly with the client to define scope, manage expectations, and align deliverables. Simultaneously managed the launch of 12 new pages, including press releases, pipeline pages, and announcements, coordinating between design and CMS teams throughout.

Delivered the full 200-page CMS migration in three months, approximately 50% faster than the projected 16-week timeline, while launching 12 new client-facing pages on schedule.

• 38% — Reduction in customer call sessions
• 4% — Increase in positive feedback

Customers were generating high volumes of inbound contacts due to insufficient product detail across savings, loan, and mortgage pages. Key information — including interest revenue and account details — was missing or unclear, leading to unnecessary support calls and repeated app sessions.

As Product Owner, led end-to-end delivery of self-service content improvements across several verticals: savings accounts, loans, and mortgages. Defined requirements and user stories, coordinated with designers and stakeholders, and owned the delivery of the Heavy Trader program and Mortgage Calculator enhancements. Ensured interest revenue was surfaced even at €0.00 to eliminate a common customer confusion point.

Reduced customer-initiated app sessions by around 38% within one year of launch, from 908,636 to 564,814, indicating significantly improved self-service resolution and reduced inbound contact volume.