Summary

Citi was selling their consumer portfolio of 9 credit card brands to National Australia Bank. Now they have 4 months to find every item of collateral they’ve ever produced and make sure they’re updated with the right bank name.

I was responsible for the transition for a major supermarket, an airline brand, their 6 individual products (30% of Citi’s portfolio) and coordinating the change across our partners’ and loyalty programs’ web and physical assets. Of course, since we were reviewing the assets anyway, we should update any that are no longer relevant.

Phew - a big task at hand.

Breakdown

To tackle this challenge to update 1200+ items of collateral, I:

• Led change management within my portfolios, ensuring timely messages and instructions from the central project team are shared with relevant parties and removing excess communication to avoid confusion.

• Collaborated with Legal, Compliance and Change teams to propose, edit and finalise required copy changes, and served in an advisory capacity to ensure language remained consistent with brand personas throughout.

• Managed vendors for physical assets including cards, chips, paper to source stock, minimising waste where possible while navigating a global silicon chip shortage.

My portfolios went live with no customer facing issues, a best in the business outcome. I was commended by my brand partners for ability to give clear and concise direction within a highly ambiguous environment.