Esha Shah Sanghvi

Brought in CAGR growth of 13.5% from FY21-FY25 for Savings Income. From 232 crs in FY21 to 500 crs in FY25. Leading a 3 member team

• Optimized other systems for charging contributing 50crs Fee line
• Optimized internal efficiencies to bring in growth rather than increasing rates by ensuring timely charging/multiple retries/clearing backlog of Fees not debited/putting in a policy of waiving Fee post 15 months. Lapses in correctly charging/backend QC's/Lien mismatches
• With an objective of customer first, waived of 16 Fee lines, implemented complex Fee structures of BSBDA/Zero Balance Account/ATM txns
• Developing Framework for Debit Card charging in DCMS to over come challenges of current architecture which led to complex charging matrix /Fee leakages
• Migrated 9 Fee lines to real time charging, reducing customer dissonance or delayed charging
• Developed Centralized 1 system for all Fee Applications linked details and reversals
• Developed a Customer Value Score and linked reversal model along with Analytics to reduce reversals.

Reduction in Calls by 10% and reversals by 10%. Developed Phase 1 journey in MB for ActivMoney

• Creating Architecture to work closely with Bank level Cx team to reduce Calls/Complaints as below
• Created a View in MB2/0 to display Fees & Reversals and o/s dues in coming sprint.
• One View for all Alerts sent to customers to increase transparency.
• Internal Capping on Fees to be levied for Penalty
• Simplifying narrations
• Simplifying website for ease to understand
• Compliant on all Regulatory Guidelines
• Bank level Project to move to QR based GSFC /BCSBI code with approvals across Compliance/Legal/Process

Cost Savings of 20crs in 6 months

• Enhanced communication between finance and operational teams, fostering a collaborative approach to cost control efforts like understand the cost in terms of SMS/Email/Physical letters
• Collaborated with various departments to identify opportunities for cost reduction and process improvement on SMS undelivered but billed due to reasons of incorrect links/higher variable values/sms cluttering/etc
• Create bank leg process to mandate SMS text under 160 and rationalize existing verbiages
• Create policies to migrate customers to E-statement/SMS statement at a bank level
• Re-look at allocation cost models to improve P&L, like cost based on usage not actual accounts opened for services like transactions/statements/calls

• Managed full product lifecycle, from ideation through post-launch support, ensuring consistent quality control measures were in place for EveryDay Savings from 2K pm to 20K pm.
• Coordinated project planning and execution with team members and team leads.
• Thrived in fast-paced, highly-adept team to develop and prioritize product features and build product roadmap. Features based on Customer Research like EazyDiner/BMS/Amazon Vouchers on Birthday/Anniversary/ Transaction Milestones. Tracking Feature Utilization/Spends to ensure Product level P&L is profitable . Create CLCM journey to build stickiness and engage customer linked to Analytics suggesting product to cross sell.
• Rationalize Product Suite to simplify offering to channel and operational efficiency at various Applications.
• Revamp group offerings to discontinue Nil balance products and promote Balance maintenance.
• Created Bank level architecture to control Promo Based waivers and systems based approvals/creation.
• Pre-Post launch research to evaluate the success and need to change in the Product Offering.
• Closely work with Channel to aid in a pull strategy for NTB sourcing.
• Work closely with Journey team to reduce the number of screens and TAT to open account by adhering the regulatory norms
• Work with OTB team to build triggers to retain customers/attract attrition
• Create retention schemes for providing customers option to retain and enable Phone Banker to migrate the customer over call.

Selected as part of Banks 1st Astro Program

• Responsible for Identifying new Fee Income avenues and continuous review of existing pricing structure by benchmarking with competition
• New Fee lines in introduced – Inward cheque return due to non-financial reasons/ATM transaction failure on other bank ATM due to insufficient balance in Savings Account/BNA convenience Fee/SI failure for RD/MF (120 crs)
• Responsible to maintaining Fee lines in TBMS (Charging system) and reversal leg in CHRMAN (Reversal system)
• Responsible for upgrading entire Bank Charging system TBMS – Phase-wise development for Real Time charging
• Implementing various Internal Audit/Compliance/RBI and compliance guidelines through IT enablement’s, working in sync with various internal stake holder in the bank
• To present new/revised fee lines & process change notes to Change Management Committee and getting buy-in from all stake holders
• Creating Management Presentations on Annual Operating Plan
• Aided in development of Tab account opening process by working closely with cross functional teams for timely launch

• Launch of Prestige Campaign – “Raise for Prestige” which led to increase in sourcing by 4K, avg sourcing 8K after re-launch of Product
• Responsible for Weeding out unprofitable customers from Savings portfolio by reducing offering and downgrading schemes
• Responsible for developing NTB Quality Dashboards to track New to Bank book – True Rate/Initial Funding Dashboards/Prime Share/Focus Product Share/Family Banking Dashboard
• Responsible for creating process to improve NTB Quality – Change in Incentive structure/ account opening process checks/ tracking of special projects and waiving product benefits
• Responsible for creating Product Enablers to bring in spike in sourcing for Focus Products – Special Cash Back offers/Locker discounts/Customer gifts/Higher incentives/Monetary Vouchers/Trips – International/Domestic
• Responsible for Creating Pan Bank campaigns with focus on NTB SA with gating for MF/RD and CASA balance as Targets
• Responsible for ensuring NOA & Value Target for Savings NTB
• Responsible for having 30% of the NTB book to be of premium products for Savings & Salary
• Increase Digital Account penetration to be at least 1% of the total sourcing by new tie ups and digital lead

• Managing 4 savings product SB Max, Women’s Savings Account & Kids Advantage Account and Family Savings Group
• Launch of Women’s Savings Account ( End to End from development to promotion and increase in business)
• Re- Launch Of SavingsMax Account (Premium Product under Non – Managed category) to increase New Acquisition Value
• Maintenance of correct charging systems and waiving systems
• Result leading to increase in charge revenue and transparent tracking systems
• New Product Development, Improvement / Changes in Existing Product Offerings
• Identification of Market Segments, opportunity of value build-up, profitability & number sourcing in each segment & competition offerings for the segment
• Mapping Segment Needs with the Existing Products to identify gaps/need for New Product & Proposing Product Features in line with segment needs
• Technology/System Enhancements, Product Code
• Co-ordination with other Product Teams for bundling of linked Products/Services
• Development of Marketing Collaterals for Channels/Customer communication
• Development/Updation of Training Content
• Highlighting Design Issues, Operational difficulties and getting rectified in coordination with the stakeholders
• Customer Promotions / Campaigns & Channel Contests / Drives