Over three weeks, I collaborated closely with business, product, and tech partners across multiple channels (e.g., branches, financial centers, and office teams) to define the requirements for a new client reassignment feature. After these working sessions with stakeholders, I synthesized business and product requirements into a multi-phase project plan. The complexity stemmed from the variety of reassignment rules, which differed depending on whether clients were moved within the same location, across locations, or even across different channels. We also had to account for the management of multiple books of business and an upcoming transition that would bring branch-based bankers onto a platform previously used only by office-based bankers.

While the full solution required a multi-phase roadmap, business partners emphasized the urgency of launching an MVP by Q4 2025 due to its direct impact on client service. I helped lead scoping discussions to define a path forward that was both sustainable for the design team and met the business need. We aligned on a focused MVP for designated-location reassignments to be managed by the dedicated bankers’ managers, which was a foundational first step that could scale in future phases.