Madhvi Khanna

Responsibilities:

• Managed workstreams and ensured smooth delivery of BI projects, focusing on aligning product development with business priorities.
• Led requirement gathering processes, working closely with stakeholders to refine product objectives and ensure clarity in scope.
• Developed and maintained the product roadmap, overseeing timelines, resource allocation, and ensuring that all project phases were completed on schedule.
• Managed cross-functional collaboration, coordinating between teams for API integration, ETL processes, and data visualization to ensure that all technical components supported business needs.

Achievements:

• Ops Scorecard Development and Implementation:
  As the product owner for the Ops Scorecard project, I played a pivotal role in defining the strategic vision and ensuring that the final product aligned with both business objectives and user needs. The project began with thorough stakeholder engagement, where I led the requirement-gathering process, identifying and refining over 50 key performance indicators (KPIs) that would drive site performance and regional manager accountability.

Once the KPIs were finalized, I created a comprehensive product roadmap using Jira, detailing the project’s key milestones, including soft launches, release dates, and stakeholder sign-offs. I managed the entire lifecycle of the scorecard, from ideation through to delivery, maintaining clear communication with cross-functional teams, including data engineers, API developers, and business analysts.

To ensure successful delivery, I implemented weekly sprint planning sessions, coordinating workstreams and managing resources effectively. I prioritized features based on stakeholder input and business value, ensuring that high-impact KPIs were delivered first. Throughout the development process, I also introduced A/B testing, where two versions of the scorecard—each with different KPIs and layouts—were tested across various sites. The A/B testing provided valuable insights, leading to the selection of the most effective version, which improved site performance and regional manager engagement by 25%.

I managed stakeholder expectations by integrating a structured feedback loop, allowing for real-time adjustments to the product roadmap. This process was essential in maintaining project momentum and ensuring that the scorecard met the evolving needs of the business without deviating from its original objectives.

Once the Ops Scorecard was launched, it had a significant impact across IQ Accommodation’s sites, driving productivity and fostering a competitive, yet collaborative environment among regional managers. The number of initiatives submitted by site teams more than doubled, increasing from 20 to over 50 per site in the first four months. This surge in engagement directly contributed to improved operational performance, with regional managers leveraging the scorecard to identify areas for improvement and strategize more effectively.

For my contributions to the project, I received the WOW Award, a company-wide recognition for driving impactful change and improving business outcomes. The Ops Scorecard became a critical tool for performance evaluation and was widely adopted across the business, enhancing transparency and accountability among regional managers.

Other Key Achievements:

• Scientific T-shirt Sizing Method: Developed a data-driven T-shirt sizing approach to estimate project workloads and sprint planning. This method improved resource allocation and forecasting accuracy, increasing team efficiency by 30%.
• Matrix Creation for Requirement Prioritization: Designed a matrix to prioritize product requirements based on business impact, urgency, and available resources, improving the decision-making process and reducing mid-sprint change requests by 20%.
• IQ QI Audit Report: Led the development of the IQ QI Audit Report, overseeing requirement gathering, API documentation, and data integration. The report provided valuable insights for operational managers, enhancing decision-making capabilities and improving business transparency.

RESPONSIBILITIES ACHIEVEMENTS

• Strategic Analytics Management: Manage the entire journey from strategic vision to tactical execution in data analytics projects. This includes managing the processes for data scoping, in-depth analysis using SAS, SQL and visualisation through Power BI, derivation and communication of actionable insights.

• Capability Development: To grow TSB’s analytic capabilities by introducing new tools (Power BI, SAS Scheduler, SAS visual Studio) and methodologies (SCRUM and Agile). Help refine existing TSB lending products and develop new solutions through fresh insights and approaches.

• Operational Streamlining: Strategize and implement measures to reduce the lead-time on standard reporting and allocate time saved towards generating new insights.

• Data Warehouse knowledge: To keep up to date with the evolving data warehouse architecture, design, and functions. This includes familiarity with data warehousing concepts like star schema, snowflake schema, ETL, and platforms such as Teradata and Oracle.

• Business knowledge: To stay abreast with TSB’s product portfolio, including Unsecured and Secured lending products as well as underwriting operations.

• Stakeholder Communication: Strong communication skills with the confidence to engage and influence senior management across business and technical stakeholders.

• Guided the team initiative to analyse customer churn for TSB’s current accounts, offering hands-on support to overcome Power BI and DAX technical challenges. I developed a framework for requirement gathering, enhancing the analysts’ ability to accurately capture business needs during stakeholder interactions. The analysis contributed to the marketing team’s development of business strategies that effectively reduced customer attrition, leading to a substantial increase in monthly revenue of £20,000.

• Developed a 6-month roadmap to optimise BAU reporting and implemented it using Agile methodology.

Conducted knowledge sharing sessions to improve team proficiency in optimising Teradata queries.

Collaborated with the data warehouse team to implement ‘scheduled refresh’ functionality in Power BI dashboards, hence eliminating the manual data refresh. Additionally refactored the code and established guidelines and templates for best coding and testing practices, which further improved report efficiency. This strategic optimization reclaimed 4 workdays per month, enabling the team to concentrate on core business challenges.

• Used SAS Visual Studio for K-means clustering to analyse online behaviour, website/app interactions, and product usage to help predict customers prone to pre-delinquency. The analysis enhanced the monthly MTP impairment model and enabled early intervention for high-risk customers. This helped refine financial planning and risk management at TSB.

• Effectively switched our team to using the Agile (Scrum) approach. This led to better teamwork and communication, and helped us spot and handle issues early on. As a result, our team became more efficient and accurate in our work.

• Led the recruitment and onboarding of new team members. This included organizing regular, interactive knowledge-sharing sessions based on practical scenario-based exercises to evaluate and strengthen the team’s skills

• Worked closely with the Underwriting and Operations teams to create a detailed Power BI dashboard focused on customer complaints. This dashboard highlighted key areas like customer interactions, how quickly complaints were resolved, and customer satisfaction levels. These insights helped the teams significantly reduce complaints and enhance our customer service quality.

• Used statistical inferences in SAS to improve tolerance checks in crucial reports, making it easier to distinguish real customer behaviour trends from data anomalies.

• Introduced and trained the team on SAS Scheduler and Power BI, overseeing the integration of these technologies into 12 reports. This streamlined manual operations, resulting in reclaiming 2 workdays.

• Implemented RFM (recency, frequency, and monetary) segmentation to identify high-value customers based on their transactional behaviour, resulting in a 3% increase in cross-sell lending on credit cards and a 6% increase on mortgages.