Shyaam Namas

New product development: was responsible for building a new revenue stream for the invoice finance business that allowed customers to 'fund selective invoices' as opposed to whole ledgers With a TAM of £10-15bn of funding, the obtainable market was focused on RBS Invoice finance customers that dropped out due to intrusive onboarding processes Raised a seed round of £1m and from a team of 4 to a team of 15 over a 2-year period, after multiple iterations, the new 'online invoice discounting product' became a flagship product showcasing innovation aligned to customer needs and their purchasing behaviour Funding close to £200m in the first 12 months Absorbed into NatWest Ventures to boost growth

Sales and GTM: through a multi-pronged sales and GTM strategy (op model, enablement, funnel optimisation, email marketing), increased market penetration of 'working capital' product suite and doubled net new customers over a 3-year period Working with D&A, built a new propensity model focusing on CCC (cash conversion cycles) targeting early adopters thus improving conversion rates from 30% to 50% By improving the quality of 'new customers', retention rate of back book improved 20% (more sticky customers) The overall lending book grew by a factor of 15x over a 3-year period

Fundraising and product-market fit: at Oxsight (startup - smart glasses for the visually impaired), played a key role in raising series A (£16m) under strenuous market conditions (COVID) Working backwards, built the blueprint / framework to measure, track and iterate sales pipeline allowing business to showcase traction and conversion to investors Grew pipeline from a few hundreds to 1000 leads per month whilst doubling conversion rates Built a framework to focus on key product economics whilst balancing efforts between acquisition and retention to achieve p/mf

Product management: as the Head of Digital Solutions, RBS Commercial Banking, built product teams from ground up to a team of 40 split into multiple tribes and squads Deployed v1 of PM disciplines allowing siloed teams to come together as multi-disciplinary teams

Operating partner to business heads: parachuted into businesses to refine and implement BU strategies Over a 2-year period, undertook multiple transformation initiatives ranging from transaction banking (£800m revenue) to asset finance sales operating model (£60m cost base) to mass affluent proposition (140,000 customers) to developing and implementing a 'cash strategy' in branches for commercial banking customers (lower usage of cash over time)