Investment 360 Platform

Context

As a Product Manager at EY, I partnered with Citibank — one of several T1 financial institutions on my portfolio, alongside Capital Group and Navy Federal — to modernize the Investment 360 platform: a client-insights system serving a multi-million-user investment portfolio base, at the time split across disconnected Oracle Cloud and Salesforce CRM data.

Approach & Key Decisions

• Unify insights before unifying systems. Rather than a full platform rebuild, the roadmap prioritized integrating Oracle Cloud and Salesforce CRM to deliver a single client-insights view first — a scope call that got value to investigators and advisors faster than a ground-up rebuild would have.
• Treat onboarding as a product surface, not an afterthought. I owned the go-to-market and analytics strategy specifically for investor onboarding, treating it as a measurable product experience rather than a one-time implementation task.
• Modernize adjacent infrastructure in parallel. In the same engagement family, I drove API suite modernization for Navy Federal Credit Union — migrating legacy banking services to a microservice architecture — since Investment 360’s integrations depended on the same class of legacy API surface being brought current.

Execution & Collaboration

I managed a multi-pod roadmap spanning engineering, enterprise architecture, and the client’s investment operations teams, serving a 2M+ portfolio user base. Delivery required close alignment across business, IT, and compliance stakeholders — the same cross-functional bridge role I carried across the EY financial-services portfolio, working embedded with client engineering teams rather than at arm’s length.

Results

• 2M+ portfolio users served by the unified Oracle Cloud + Salesforce CRM insights layer.
• 22% improvement in investor onboarding satisfaction.
• 5x faster customer record processing for the investment platform pods.
• In the parallel Navy Federal API modernization: 30% faster deployment time and 99.9% service uptime.

Reflection

Sequencing unified insights ahead of a full systems rebuild was the highest-leverage call on this engagement — it meant advisors and investigators felt the improvement in months, not years, while the deeper infrastructure work continued underneath. That’s a judgment call, not a process outcome — the roadmap didn’t say to sequence it that way.