Wojciech Flig

Tink is the biggest OB fintech in Europe. As a connectivity team, we drove the CR on strategic markets for our key products.

MY ROLE
I led the investigation, owned the process and results, and populated the organization's growth in different markets by educating product colleagues.

THE CHALLENGE
The initial CR was around 25%, and there were no prospects for an organic increase. The lead customer was very edge-case heavy, and it was difficult to optimize a solution based on the analysis of their traffic alone. The user journey ownership was also spread across multiple teams.

THE SOLUTION
We engaged in data analysis, A/B testing, and hypothesis testing processes. We identified at least five key improvement areas for the organization after focusing on customer and specific e2e user journeys. The changes recommended in these areas increased the CR to over 65%, enabling us to skyrocket on the market and exceed the market benchmarks set by leaders.

Ergo is one of Germany's leading insurance companies and is a part of Munich RE, the world's largest reinsurance company.

MY ROLE
I owned the digital products supporting B2C sales of key insurances.

THE CHALLENGE
Managing development costs and T2M is challenging in creating innovative solutions for corporations in regulated industries, which gave our minor competitors a big advantage. To solve this, we had to rethink the software development process and design a new solution that would:

• Comply with company policy and industry regulations.
• Not require a long transition and changes in other departments.
• Be satisfactory for our developers and stakeholders.

THE SOLUTION
Given these constraints, we came up with a synergizing solution of micro-frontends. We had a layered environment of multiple microservices supporting main business applications. After further analysis, we distinguished common parts in the core apps. Using micro-frontends instead of having a whole tailor-made solution for each product came with some restrictions on the stakeholder's requirements. However, the limits were negligible compared to the 30% cost reduction and the shortening of development time per product to approximately eight weeks.

The fintech I worked for was a strong payment service provider (PSP) in the Nordic market, which devoted its resources to maintaining key PSP and BNPL products.

MY ROLE
I owned the product and the project's outcome.

THE CHALLENGE
At one point, the organization switched to working on a new BNPL SaaS platform. This move required freeing up resources while keeping business as usual for the PSP product, which was also the primary revenue stream for the company. My task was to free the resources by creating new processes for the old product.

THE SOLUTION
We analyzed the product's systems and architecture to identify key areas of development and the minimum number of people needed to maintain the solution. We also increased the quality of our documentation to shorten the onboarding process and easily add new people in crunch periods. Then, we closed services and solutions that were not bringing significant value.

Combined with multiple smaller steps, these key actions enabled us to reduce the development team from over 20 people to only four developers working on the solution, increasing stakeholders' and customers' satisfaction.