Bill Chien-Ting Lu
In late 2024, to support strategic business objectives, I was assigned to lead a newly initiated project: to build a sub-feature named "e-Counter" with a strict mandate to launch within one year. The mission was to "consolidate all non-trading functionalities into a single, centralized hub to empower customer service representatives in assisting clients."
Due to evolving financial regulations and rapid business growth, features managed by various business and IT units had become scattered across the platform. This fragmentation made it increasingly difficult for clients (investors) to locate non-trading functions.
Stepping into this role as a dual-hatted Project Manager (with managerial responsibilities) and UX Lead, I immediately identified two major organizational complexities:
- (1) Complex Cross-Functional Alignment: Features were historically managed across diverse business units, requiring significant effort to align various stakeholders and re-establish ownership.
- (2) Technical Inconsistency: Development architectures and methodologies varied across engineering teams. We had to account for data validation and credentialing across multiple devices and trading platforms to determine the feasibility of adopting a Zero Trust login architecture.
With over 10 distinct features involved and a substantial active user base spanning our retail client segment, the lack of a cohesive user journey was a critical issue. The friction experienced by frustrated users and stressed customer support teams posed a tangible business risk.
Therefore, my core mandate over the following year was navigating intense time constraints to map out cross-functional points of contact, build synergy between business and tech teams, and establish a unified technical and validation framework.