Asheesh
Pandey

BCG's finance reporting was spread across legacy systems that couldn't keep pace with a global ERP implementation. Corporate reporting cycles were slow, data quality reviews were manual, and leadership needed a credible roadmap for what "Future Finance" actually looked like.

Built and lead a 15-member techno-functional squad. Defined the Finance & Accounting data strategy, secured Investment Committee funding by articulating the business value of each initiative, and embedded directly in ERP implementation planning. Pioneered AI adoption — launched Finance Buddy (a GPT assistant for finance teams) and deployed a Claude-powered data quality validation workflow.

IndusInd needed to launch INDIE — a neo-banking product competitive with fintech-native players. The challenge: ground-up product journeys across savings, payments, investments, and credit, coordinated across Technology, Risk, and Controls teams, against an aggressive launch timeline.

As VP & Product Head – Digital Banking, owned the full product roadmap and launch plan. Managed senior product managers designing customer journeys. Drove cross-functional alignment between engineering, risk, and compliance to resolve the thousand small tradeoffs that decide whether a digital bank ships on time.

A US-based sustainable neo-bank came to Xebia with a specific operational crisis: the call center was their customers' primary channel — and it was failing them. Turnaround times were inconsistent across processes. Agents had no unified view of a customer's profile or history. Ticket statuses weren't getting updated. Different grievance teams operated in silos — so a repeat complainant would reach out and be treated as a new case, each time, by a different agent who had none of the earlier context. For a digital bank whose customers *chose* to call, this was existential.

Led an 8-week pre-sales consulting engagement from Xebia's expert team. Mapped the customer journey across call center operations, re-engineered 8–10 core service ticket processes, and designed a unified omni-channel call center platform with a single customer 360° view at its core. Pitched the solution to the client's leadership with a clear before-and-after view of customer experience and agent productivity.

The pitch was successful. Xebia was awarded the build contract for the unified CRM platform — a direct result of the consulting diagnosis and the re-engineered process blueprint.

DigiBankAsia was building UNO Bank — the Philippines' first full-spectrum digital bank — targeting one of Southeast Asia's most underbanked markets, where roughly 70% of the population had no bank account. They were assembling the launch stack: Mambu for core banking, Backbase for customer experience, AWS for cloud. What they needed from Xebia was a digital engineering partner who could help evaluate the core banking platform choice, shape Day-1 banking services, and make the integration architecture work against a regulatory launch clock.

As Principal Consultant at Xebia, supported Day-1 business advisory for the launch. Evaluated Mambu's feature set against UNO's full-spectrum banking requirements as part of the CBS platform decision. Drove data strategy for the new bank — how customer, transaction, and product data would flow between Mambu, Backbase, and downstream analytics systems. Xebia emerged as UNO's trusted digital engineering partner for the launch.

UNO Bank secured its digital banking licence from the Bangko Sentral ng Pilipinas in June 2021 — becoming one of the first full-spectrum digital banks in the Philippines. The Xebia–UNO partnership was publicly announced in the fintech press.

Yes Bank's frontline — Relationship Managers in branches, service teams on the phones, sales teams in the field — had no unified view of the customer. 30+ source systems, each siloed. A customer walking into a branch and one calling the contact centre the same day would be treated as two unrelated events. RMs were making cold calls based on hunches. Marketing ran campaigns on static segments. The bank's stated ambition — to become "a technology company in the business of banking" — was bottlenecked by a data layer that couldn't keep up.

Architected YESGenie from the ground up — the first-of-its-kind omni-channel (mobile + web) employee super app among Indian banks. Designed the entire data layer: 30+ source systems unified into 20+ data microservices, built on a Cloudera Hadoop stack with Spark and Kafka powering real-time triggers. Led a 50+ member cross-functional team of engineers, modellers, and SMEs.

The point wasn't the plumbing. It was what the plumbing made possible: intelligent, data-backed Next Best Actions delivered to RMs in near real-time. If a customer received a credit, the RM got a notification to pitch an FD. If a customer attempted to prematurely break an FD, the RM was alerted in time to pitch an overdraft against that FD instead. We built a behavioural persona tagging framework using machine learning on transaction patterns — if a customer paid school fees every month, they were tagged "has school-going kids" and surfaced as a candidate for Child Investment Plans. A customer booking a large travel-site transaction was tagged "about to travel" and routed a travel card or travel insurance pitch. An entirely data-backed marketing engine, replacing cold calls with intelligent, context-aware conversations.

YESGenie served 1,000+ branches with a unified platform. Report-to-market time dropped by 50%+. The bank ran hundreds of terabytes of data analysis daily on the Cloudera stack. The work was publicly profiled in the Cloudera customer story and covered by Express Computer as a milestone in Indian banking's data journey.

For its time — 2018–19, a commercial bank running real-time ML-driven Next Best Actions on a Hadoop stack across 30+ systems — this was well ahead of where most Indian banks were. I'm still proud of it.

U Gro Capital's central data warehouse couldn't keep up with growing AUM, regulatory reporting demands, and an LMS migration that touched every core entity. Reports to regulators and the board needed to be bulletproof.

Led the Business Intelligence Unit. Redesigned the central DWH with stronger ingestion controls. Spearheaded the LMS migration — restructuring core data entities so the business could scale and the compliance team could sleep at night.