Purva Tamhankar

• Devised pricing strategy along with key pricing events in the customer journey.
• Determined product features based on customer research to identify need gaps and delight avenues.
• Defined end-to-end product business specifications, product structure, process flow, fee triggers, and penalty triggers to create the overall technical back end.

Vodafone Ideal, Ltd. has a 400 million customer base, of which 260 million are feature phone users. Home Credit is India's leading mobile phone financing company, with a monthly acquisition of 350,000 users. Home Credit and Vodafone launched a scheme wherein a customer can get a new phone financed.

I led the conceptualization of the value proposition, which involved qualitative market research, creating a product construct post identifying customers' pain points, and ensuring the product meets the profitability guidelines.

I also led the go-to-market plan, including piloting the product in selected geography and revising the offering before the final Pan-India launch.

• Planned and implemented a strategy to renew focus on retail liabilities due to the impact of liquidity coverage ratio norms. It led to the bank’s new policy of providing the highest interest rate amongst the identified competition in target tenor
• Led a cross-functional team to optimize term deposit opening process; reduced account opening TAT by 14%

Achieved a 26% increment in term deposit value for the bank in three months.

Conceptualized, built, and launched a pseudo credit card for a non-banking company in India. Non-banks are largely restricted from direct credit card issuance. A revolving line of credit facility that mimics credit card payment behavior is used instead. This facility pays via a unified payment rail issued by a sister company of the central bank and is powered by revolving credit at the merchant level. This is all completed while remaining under the umbrella of a closed-end loan structure.

The project involved surveying the market players and evaluating potential equity investments for Home Credit India to grow inorganically in the eCommerce space. Through detailed analysis of all the eCommerce players in India, their positioning and overlap with the target customer base, and growth strategy of Home credit, four candidates were shortlisted for more detailed analysis and further consideration by relevant stakeholders.

Led the development of the reconciliation data product.
Collaborated with country heads and senior management to capture the requirements. Formed and managed the roadmap and the team to launch a reconciliation data platform and accounting events processing engine successfully. This ensured data consistency across external and internal data sources and empowered the operational team to identify and troubleshoot incorrect transactions.

Created a consolidated app for all the customer offerings by a fintech- Retail loans, Insurance, Wallet, cross-sell loans, and third-party services.
• Led qualitative customer research to identify critical issues in the current app.
• Facilitated internal workshops with CXO-level stakeholders to determine what the new app should achieve and the company's long-term and short-term goals.
• Defined business requirements, created user stories, prioritized backlogs, and maintained a steady development flow.
• Created A/B testing scenarios at multiple checkpoints and used qualitative research methods to identify the optimum solution.

1. Identified the need for an external card management system for the built banking stack by evaluating the pros and cons of existing internal systems.
2. Defined the requirements for the system and released RFPs to interested partners.
3. Led discussions with potential partners and evaluated them using weighted points criteria.
4. Finalised the partner, defined SLAs, and created a contract.
5. Led system requirement gathering and integration efforts as a program manager.

For client acquisition of a retail lending company, there were four channels-
1. Offline sales executive led
2. Mobile App- self filling
3. Tele-caller assisted web based
4. Tele Caller led- offline, but over call

the process flow and critical input elements were analysed and process improvements were done to ensure client had same number of steps. in in exact sequence across channels. Post that, seamless integration with real time data flow with back end ensured that client could hop between channels without any lag.
For example: Now client could start the process on app, continue on tele sales channel and then finish the loan application at leisure back on app.

1. Identified potential sources of cross sell business to the existing clients of fintech which was onboarding 400k clients per month
2. Insurance (health and life) was identified as a potential high earning source
3. Managed the project planning from securing requisite regulatory licenses to become a third party insurance seller to setting up an extensive call center with different layers of teams talking to clients for lead sourcing to lead conversion
4. Created a mechanism for selling insurance on mobile app- created end to end process flow

Created a simplified project management tool in 2017, to enable collaboration between teams who were spread across time zones and cities.
It involved defining the workflow types, stages of projects, gates for approvals for project to move across stages and a simple note like feature to share information with team spread across 3 cities in India and in Singapore.

Worked with a financial services company called Sitara to conduct extensive research with their employees to figure out gaps that needed to be filled for Sitara to become a genuine, women-friendly employer. A step-wise plan to reach the desired level of women's friendliness and to make the company truly inclusive in the next two years was created. I was pivotal in influencing the top management and sought buy-in from middle managers of the company for the plan's implementation.

Created and implemented a pilot with a financial services partner to improve access to credit for female business owners with a specific focus on the MSME sector. Conducted a women-centric design workshop with them. The aim was to sensitize the organization by designing for no particular gender. The company designed and developed products for men (as the significant population who uses their products or works in their offices is male, so designing for the majority means designing for men). Hence, creating a change in the outlook and highlighting the need to develop for specific groups in particular (women, individuals with special needs, etc.) was the aim of the workshop.

I highlighted the need for more inclusive software to enable partially visually impaired employees can be provided access to become data analysts in the product team. I also led the conversation in making policy changes in the hiring process to ensure a broader set of candidates apply for the open roles. I defined a process to be team cognisant of the majority-minority employee set and have periodic deep dive discussions to reflect on past events and define corrective actions as a team.

Led a full team of aggregate representatives to conceptualize and develop new vehicles. I also captured and analyzed the customer's voices, undertook a feasibility study with the marketing team, and contributed to the frame design and analysis of an aggregate head for the frame. Finally, I coordinated the development of a vehicle prototype with the proto team and the completion of the project with various departments within the structured product lifecycle management.