The Product Owner, Contact Centre and Management & Review is accountable for translating the Asia servicing transformation ambition into a clear, prioritised and executable roadmap for Contact Centre and Management & Review capabilities.
Working in close partnership with the Head of Servicing and Contact Centre Transformation, the role will define and implement the Asia Target Operating Model across diverse markets. This includes shaping the strategy and roadmap, building stakeholder consensus, defining the capability roadmap, assessing operational impacts, developing business cases and supporting implementation and value realisation.
The role acts as the bridge between Operations, Technology, Data, AI, Risk, Compliance and delivery partners. It owns the business problem, intended outcomes, priorities and acceptance of delivered capabilities, while technology teams retain ownership of architecture, engineering and technical design.
This is a regional, hands-on product leadership role requiring strong knowledge of contact centre operations and servicing processes, disciplined prioritisation, practical change leadership and the ability to convert complex operating-model needs into implementable increments.
Position Responsibilities:
Strategy and Target Operating Model
Partner with the Head of Servicing and Contact Centre Transformation to define the Asia vision, strategic principles and multi-year roadmap for Contact Centre and Management & Review.
Define the future-state Target Operating Model, covering customer and intermediary journeys, channels, work intake, routing, case ownership, management controls, review activities, workforce, data, governance and performance management.
Translate regional strategy, market priorities, regulatory obligations and customer insight into practical design choices and a sequenced implementation path.
Maintain a clear articulation of the case for change, target outcomes, dependencies, assumptions and non-negotiable design principles.
Product and Capability Roadmap
Own and continuously refine the product roadmap and backlog for Contact Centre and Management & Review capabilities across Asia.
Define capability maturity, target-state requirements and market adoption waves, distinguishing common regional capabilities from justified local variations.
Convert business outcomes into epics, features, user stories, acceptance criteria and measurable success indicators in partnership with process, change and technology teams.
Prioritise work using customer value, operational benefit, risk reduction, feasibility, dependency, cost and time-to-value.
Ensure roadmap items address end-to-end journeys rather than isolated technology or channel changes.
Stakeholder Alignment and Governance
Build consensus across Country COOs, market Contact Centre and Servicing leaders, Management & Review teams, regional functions and global partners.
Facilitate design workshops and decision forums, making trade-offs, points of disagreement and required executive decisions transparent.
Establish product governance, decision rights, design authority, roadmap cadence, market engagement and escalation pathways.
Communicate the “what, why, when and impact” of the roadmap in language suited to executives, delivery teams and frontline Operations.
Operational Impact and Business Analysis
Lead current-state assessment and gap analysis across processes, organisation, skills, controls, data, technology enablement and performance measures.
Assess operational impacts including role changes, workload shifts, spans of control, capacity, training, procedures, quality assurance, risk controls and service continuity.
Use operational data, customer feedback, process evidence, and frontline insight to size problems and validate priorities.
Define operational readiness and acceptance requirements before capabilities are deployed to markets.
Business Cases and Value Realisation
Build robust business cases covering customer, employee, financial,…