Matthew Zammit

Led the design, development, and product management.

Built a company that is app first, data first, and lifestyle first.
Austin, Texas; Bay Area, CA; Los Angeles, CA;
iOS: https://ferryauto.com/app

Worked with and coached the Founding CEO to bring the product from an idea to launching an MVP. Defined the product strategy and requirements.

Developed the roadmap, organized the product teams, and took the product to market in record time, resulting in one of the fastest-growing automotive apps in the US.

Recruited and led the product organization, including the design team (UI/UX), engineering, product management, and product marketing.

Participated in fundraising. Gave presentations and demos to venture capital firms. Raised $4 million in an initial seed round.

Regularly reported on the product progress as part of the C-Suite and gave updates to investors. Analyzed the data internally to influence the product direction.

Oversaw the team to rebuild and launch a new mobile app through which customers could manage their accounts.

Acted as a product manager taking care of the roadmap and balancing requirements coming in from company stakeholders against customer needs and feedback. Worked closely with a significant number of stakeholders to feed into the product roadmaps based on customer journeys.

Managed virtual teams placed across locations, time zones, departments, and organizations, including project managers, digital architects, UX/UI designers, developers, and testing engineers. Kept 2-week sprints with new updates being released to the public every month.

Created offers to increase the mobile app base penetration, feature usage, revenue, and retain users and reduce churn. Collaborated with the marketing and customer value management teams on a communications plan and campaigns to drive take-up. Provided scripts to live-care agents (live chat, Facebook, email, call center, retail stores) to include the My Vodafone app as part of the customer interaction process.

Regularly provided updates to the CEO and C-level executive on progress, KPI impact, and relevance for their respective departments.

Defined and built the business case for the required resources and separation from the agency building the mobile app at the time.

Worked closely with the technology teams to find and employ developers, a technology architect, and product owner for the agile squad dedicated to the project.

Led the team from multiple departments in charge of rebuilding its mobile app into native code for iOS and Android.

Acted as a product manager to manage the roadmap and took the team through the development cycles. Trained a new product manager to take over the final phases of the project towards launch.

The strategy looked at customer pain points and envisioned where the market was going. Five strategic pillars were identified onto which we enabled the digital customer experience.

1. Omnichannel Service and Sales: Integrating all online and offline channels giving the customer the option to choose their preferred way to be served, having real-time notifications, reporting, and billing.

2. Products: Focusing on digital products and data.

3. Marketing and Customer Relationship Management: Personalizing, real-time and contextual offers.

4. Processes: Becoming a paperless company, using AI in customer care, and investing in automation processes.

5. People and Space: Re-imagining the office space and employee lifecycle.

The strategy was accepted and adopted by the company’s C-level executive and every department moved the vision within their own teams.

Acted as the digital evangelist and cascaded this strategy across the organization.

Set up and led the “Call Reduction” steering committee made up of representatives from various parts of the company, including members from support, care, marketing, technology, project management, digital, commercial, and retail.

I discovered that 60% of calls were around the same ten high-level topics. I focused on these top ten reasons for calling and expanded them into granular details to tackle by the different teams.

The four main streams created were:

• Digital: Improved capabilities on the website and mobile and shift customers to use digital channels first.
• Communication: Improved CRM targeting and ran educational campaigns for self-help.
• Call Center: Trained call center agents to provide direct links to the digital channels and stop serving customers for basic tasks.
• Processes: Improved the back-end processes to reduce the impact on the contact center.

Across a 12 month period, this strategy reduced calls going to the call center by an average of 13.7% by enabling self-care functionality for customers via the mobile app and website and agent training.

Provided team workshops and one-to-one support for the startup founders. Built early-stage growth and product strategies with founders from Poland, Italy, Serbia, Armenia, United Arab Emirates, India, USA, and Malta working in Fintech, digital health, telecommunications, gaming, retail, sports, travel, retail, and blockchain.

Prepared startups for meetings with investors. Reviewed their pitch decks, advised on improvements, and trained them on the delivery of the presentations.

One-third of them have received over €10 million in further funding.

Led the transformation team specifically responsible for the digital and customer channels stream. Documented all the customer-facing processes and redesigned them to fit within the new billing system. Focused on simplicity and customer experience.

Served as part of the leadership team overseeing the business transformation project to implement a new billing system and revamping all integration points. Designed new business processes and digital requirements for the projects and related OKR.

Managed different suppliers to get the best fit software for the company.

Led the teams to launch an AI-assisted chatbot giving customers a conversational experience that could directly solve problems using Natural Language Processing (NLP) technologies and business rules combined into dialogues.

This provided two major benefits:

1. A better customer experience by giving an immediate reply to customers rather than having to wait in a queue for a human to assist them.
2. Improved business efficiency through reduced operational costs and offer support 24/7.

I managed the team taking care of conversation designs, customer support, and customer experience to go to market quickly, measure, and learn from the process. KPIs measured were the volume of queries, containment rate, user satisfaction, and containment rate. Success rates for queries were constantly being improved as the chatbot was learning from failed conversations up to when I handed over the project at a very satisfactory 60% containment rate.

Built and managed the phone accessories portfolio for Vodafone Malta. Maintaining all stock levels in the Vodafone retail shops and in the warehouse while managing replenishment and suppliers’ orders.

Trained retail agents on setting up accessories in the shops. Provided scripts to use to sell more accessories with every new phone which was being purchased. Created competitions for the sales agents and gave out monthly prizes to the agents who sold the most.

The accessories-to-phones attachment rate was doubled in six months.