Senior Continuous Improvement Engineer & Product Lead
CI, Engineering, Data, RPA, IT, Compliance
Jira, Figma, Confluence, Gen AI, Custom Dev
Closed-loop CX improvement powered by digital transformation, data, AI automation, and stakeholder co-ownership
Geidea, a leading Fintech in Saudi Arabia, operates in a hyper-growth environment processing millions of transactions. With thousands of merchants and a complex product suite, the "Voice of the Customer" was getting lost in the noise.
While individual teams handled complaints, there was no centralized mechanism to capture customer sentiment across the entire lifecycle—making it difficult to differentiate between operational noise and strategic churn risks.
Despite strong market presence, our CX maturity faced significant structural hurdles identified through comprehensive business case analysis.
Feedback was fragmented across multiple channels—emails, surveys, call center logs—with no aggregation or unified analysis capability.
The organization was in constant "firefighting" mode, addressing individual tickets without identifying or resolving root causes.
No formalized accountability structure existed to drive CX improvements or hold departments responsible for customer experience metrics.
"The opportunity: shift from firefighting to systemic improvement by building a centralized Voice of Customer Ecosystem."
My approach combined Lean Six Sigma (for process rigor) and Product Thinking (for the digital solution). I established a "Listen, Act, Monitor" framework to align the organization.
Capture feedback at critical moments of truth using automated triggers across the merchant lifecycle.
Automate the "Inner Loop" (fix for the customer) and "Outer Loop" (fix for the business).
Visualize impact via real-time dashboards for C-Level visibility and decision-making.
To ensure sustainability, I led the transformation into a formal Business Process Management framework while custom-tailoring the digital solution—splitting execution into two distinct tracks.
Immediate intervention and recovery for unhappy merchants. Automated triggers route negative feedback (Detractors) directly to Customer Support with strict SLA governance—acknowledgement within business hours, resolution targets monitored by QA.
Prevent issue recurrence. The CI Team aggregates data to identify trends, escalating to the Customer Delight Committee (CDC) for cross-functional resolution with clear RACI ownership.
Two-loop operating model: Inner Loop (tactical) and Outer Loop (strategic)
Acting as Product Manager, I digitized this operating model into a "Single Pane of Glass" for CX.
Execution balanced technical delivery with organizational change management to embed VOC into daily operations.
Chartered the Customer Delight Committee (CDC)—a cross-functional executive body meeting monthly to review NPS trends and approve root-cause fixes.
This transformation turned customer feedback from a burden into a growth engine, delivering measurable impact across satisfaction, efficiency, and revenue.
"We transformed customer feedback from scattered noise into a strategic growth engine powering executive decisions."