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Chief Product Officer

My career at the biggest insurance company in Israel:

Product manager - On behalf of a consulting firm

Director of Product Management - Offered to be hired directly through the company, promoted to the director of product management

Chief Product Officer - Promoted to CPO after 4 years as a director

Achievements:

  • Built 8 B2C and B2B products, serving more than 3M customers, ensuring customer satisfaction and optimal experience.

  • Reduced the company's operational costs by 35% through the development of a customer self-service products

  • Increased the company's annual revenue by 28% with the in-house BI portal and the Customer Sales platform.

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Responsibilities:

  • Spearheaded the creation of Madanes new products MVP from inception (0 to 1), aligning them with the company's overarching vision and strategic goals.

  • Led a rigorous product roadmap, focusing on precise requirements and continuous optimization, resulting in the successful launch of 8 innovative products.

  • Managed the G2M strategy by collaborating with the marketing and operation departments to build the awareness and ensure optimal implementation for customer usability.

  • Defined KPIs to measure the success of the products and their impact on the company's growth and overall vision.

  • Exercised visionary leadership as an active board member, setting the company's long-term vision and steering the execution of key strategic objectives.

  • Led a team of 32 product professionals and engineers.

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* The information below has been modified due to an NDA

The Company Systems Diagram

CRM.png

Customer Portal

CRM (1).png

One hub for our clients to view and update their insurance profile including the option to submit operational actions:

  • Open a claim

  • Cancel policy

  • Add sub policy 

  • Contact an agent/representative

  • Print statements

Integration:

  • CRM (Microsoft Dynamics - deep expertise)

Achievements:

  • A Successful launch

  • More than 1M users in less than a year

  • Reduced the operational costs in 35%

Customer Self Service Center

CRM (2).png

The Customer Self-Service Center was created because of these challenges:

  • A high waiting time in queue (more than 10 minutes)

  • Wrong transformations to wrong departments

  • Many representatives/agents that did only technical operations that could have been done automatically.

Integration:

  • CRM (Microsoft Dynamics - deep expertise)

  • Contact Center (Cisco - deep expertise)

Achievements:

  • A Successful launch

  • All the inbound calls to the company go through this product (at least 300K/month)

  • Number of agents/representatives in the contact centers decreased in 65%

  • Waiting time in queue decreased in 84%!

  • Chosen to represent Cisco (represented by Bynet) at 2018 annual conference:

Business Intelligence - Data Analysis For Executives

CRM (3).png

One of the biggest challenges as an executive in the company was to decide on critical actions based on meaningful insights from the data we have based on many relevant products and systems. 

This is why I decided when I was promoted to the CPO to work on an internal product for our executives only that collect the entire data from all systems and present it with the ability to acquire meaningful insights and to make smart decisions upon it. 

Integration:

  • CRM (for sales/service data - Microsoft Dynamics - deep expertise)

  • Data files from more than 50 financial institutions (developed unique engine for that)

  • AS400 (for policy status)

  • SAP (for salaries)

Achievements:

  • A Successful launch

  • The BI platform became the most meaningful tool for the executives and the only tool to collect data from, and to decide on strategic planning upon it.

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