Jaime Ortiz Cirugeda.

Leading a team of 50+ to build D&G’s new global insurance platform. Replacing a regionally-fragmented (12 markets) set of monolithic stacks with a cloud-based, modular architecture; this has enabled reduced time-to-market through repeatable integrations and iterative development. Established the company-wide Business Design Review Board, which engages business stakeholders and involves them in the iterative design of our IT landscape, ensuring a solid understanding of interdependencies between modules Directly responsible for discovery, design and delivery of the core components (Policy Administration, Underwriting, Business and Financial Reporting, Payments and Communications) Matrix-managed discovery and design of all other components (Operational and Reporting databases, Integration layer, channels) Promoted a product vision centred on continuous discovery, prototyping, and iteration to deliver user value. Led senior stakeholders to fulfil roadmaps and OKRs

Managed 3 squads at D&G’s International division, working as a start-up within the bigger organisation, responsible for both the digital and insurance (propositions) product management. Sustained 20% CAGR, reaching >500K new annual subscribers. Increased online conversion by 3.8x and reduced agent-based CPA by 23% Replaced ageing infrastructure with SaaS-based B2B and B2C platforms, deploying modern API integrations with our external partners, fine-grained data analytics and visualisation tools Surfacing needs and building innovative products underpinned by customer and market research

Developed and managed 15 strategic initiatives to operationally reorganise and modernise Santander’s Contact Centres, with a combined funding of £15m and 3-year NPV of £18m. Most notable initiatives: Operational reorganisation of c. 4,500 employees, Speech and text analytics, Voice biometrics, Webchat, Natural language IVR Managed full product lifecycle including strategy, needs identification, value proposition, procurement, stakeholder management and budget control Assessed customers’ needs, competitive and regulatory landscapes, commercial and market opportunities

Performed business due diligence for the acquisition and integration of RBS’ tranche of customers, branches and products, spanning 300 branches, 900 staff, 2m customers and £20B in assets. Conducted product gap analysis and segmentation of Retail, SME and Corporate lending portfolio Assisted design of post-integration lending portfolio, revamping SME and launching online sales Mapped entire migration process, considering IT, communication, operational readiness, regulatory and internal reporting

Part of a multi-disciplinary global internal management consultancy, predominantly worked on revamping Santander’s sales processes across all channels. Developed global framework for investment advice (precursor to robo-advisors) Redesigned sales processes for savings, investments, and insurance products Assessed MiFID regulatory framework, redefining contractual and pre-contractual customer documentation