Financial technology · Earlier product work
Changing how a fintech organization works with AI
Redesigned product-management workflows around AI and led a company-wide adoption initiative spanning engineering, QA, IT, marketing/business development and product.
The organizational challenge
Different functions had different work to change. A common tool announcement would not tell engineering how to incorporate AI into delivery, QA how to examine outputs, or commercial teams how to use it in their own processes.
The work therefore connected hands-on workflow redesign with a broader adoption effort across five functions. The unit of change was the work each team performed.
Start with working examples
The product leader first incorporated AI into their own product-management workflows, automating substantial portions of the work. That practical experience informed the broader initiative and provided concrete examples for teams evaluating where to begin.
The evidence establishes substantial self-reported automation in product work. It does not establish a measured company-wide productivity percentage.
Mobilize teams around their own work
Led a company-wide hackathon supported by distinct adoption plans for engineering, QA, IT, marketing/business development and product. Each function had a separate path rather than a single generic training program.
The hackathon brought teams into experimentation. Its role in the transformation was to turn interest into practical work and inform adoption. Attendance or participation alone was not treated as a business outcome.
Leadership and technical contribution
The initiative combined hands-on use of AI with cross-functional leadership. It required understanding how technical and commercial teams worked, then connecting that understanding to implementation and adoption.
The product workflow redesign supplied direct operating experience. The organization-wide effort extended the scope beyond an individual user to multiple functions with different responsibilities and review needs.
Result and evidence boundary
The completed contribution was a redesigned personal product workflow, a company-wide mobilization effort and a function-specific adoption approach. The transformation mandate reached across five functions.
Completed rollout in every function, sustained behavior change and financial returns have not been quantified. This case demonstrates how the change was led and grounded in actual work, without turning adoption plans into an unsupported ROI claim.
This case describes earlier employment experience that informs Measured Intuition’s practice. It is not presented as a consulting-client engagement.
Discuss a workflow worth changing.
Start with the operating constraint, the current process and the business result that would justify changing it.