Saranya Rajaratnam

I conducted an initial vendor assessment of campaign management tools and presented recommendations to the client. Following this, I managed a team of over 20 resources across multiple geographies to launch Adobe Campaign through agile sprints. The client was located in Madrid/London, the technical SMEs in London/India, and the developers in India. In parallel, I set up a low-cost offshore team to build and deliver campaigns out to customers, as part of an as-a-service model.

I also managed the project, including overseeing risks and issues and the budget management of the £2-million program. In addition to this, I oversaw the business operational readiness and change management plans, before the new tool being delivered.

Following implementation, I worked alongside the client to deliver two strategy advisory pieces. The first was on how the campaign management tool could function in markets with a more sophisticated marketing landscape (multi-partner loyalty programs) and the second, on assessing content management system options.

I managed a team of ~50 indirect client resources, two onshore direct reports, and two third-party vendors to oversee the deployment of a new fuel card management system for the client. I also owned the project budget of £3.8 million, ensuring the project was delivered on schedule and to budget.

I first conducted an as-is analysis to understand current processes, pain points and work with the client to establish functional and non-functional requirements, as well as a new target operating model. I then proposed to-be processes to be implemented across all business areas, including improvements to problematic areas. Following this, I built and successfully delivered a reusable deployment strategy for the rollout of the new platform, used by eight cross-functional business areas, in 15 markets. The deployment strategy ensured that all functions were business-ready and trained to receive the new platform.

Following delivery, I established a working hypercare process to manage all defects/issues through to resolution with the wider team.

I managed a team of five remote resources and two vendors to deliver a series of enhancements to a customer loyalty scheme utilised in Hong Kong and the Philippines, through agile sprints.

Ten loyalty enhancements were delivered in parallel, at varying stages of deployment. These enhancements included setting up personalised offers, allowing customers to earn different points based on their tier and creating a community forum.

I managed the client and vendors’ integrated plans to track all project deliverables through to completion, according to the agreed schedule.

My responsibility was to manage the program, individual projects, as well as the project budget and risk/issue tracking.

Initially, I established a new team operating model, following a restructure, to enable better cross-market collaboration. Within the new ways of working, I managed a team of ten remote resources in London, Buffalo, and Hong Kong.

Each resource looked after two markets that HSBC operates in, and their focus was on delivering actionable insights to drive digital (non-financial) KPIs in that market, in line with the overarching HSBC strategy to become a digitally centered bank.

The team analyzed customer data & behavior, and reviewed current processes to provide valuable insights that helped identify both short- & long-term digital opportunities, along with solutions to deliver maximum value to HSBC’s customers. An example of this was providing customer journey mapping of digital journeys, and driving adoption of these digital journeys.

I acted as the global program manager, under which each of these market insights and projects sat, and reported progress up to the Global Leads within HSBC Digital.