03 · Cards & lending · LATAM
Credit products built for customers a standard card model does not fit well.
Lead a portfolio spanning daily-fee and progressive-fee credit, grace and non-grace propositions, credit builder and cash loans through two product managers and two cross-functional squads.
Different customer constraints require different mechanics.
One revolving-card model does not fit every customer equally well. The portfolio therefore combines different propositions and fee structures, with product fit shaped by customer behaviour, risk profile and economics. I own the product direction across cards, cash loans and credit builder, with two product managers leading two squads of around ten people each.
The operating view spans activation, utilisation, revenue, repayment behaviour, delinquency and cohort economics. Growth is useful only when the portfolio remains understandable.
Acquisition is a volume. Product leadership is deciding which growth is worth keeping.
One product system across the customer lifecycle.
Channel quality, pre-approval and fit between offer and risk profile
First use, proposition clarity and friction across virtual and physical cards
Utilisation, transfers, pricing, fee mechanics and repeat behaviour
Payment behaviour, delinquency signals and customer understanding
Limit logic, product fit and the customer’s path through the credit portfolio
Concrete decisions, described without exposing the roadmap.
- Flat daily-fee, progressive-fee, grace and non-grace product mechanics
- Pricing experiments tied to customer behaviour and portfolio economics
- Transfer-fee mechanics introduced through controlled product experiments
- Pre-approved cash-loan cross-sell for grace-period and inactive card customers
- Credit-builder development and customer progression through the portfolio
- Limit, lifecycle and offer logic viewed through risk-adjusted value
- A team model that gives product managers room to decide and a clear outcome bar
The portfolio expanded rapidly, with the commercial team driving much of issuance growth. Product's role was to support that scale through mechanics, pricing, channel experiments, risk and economics. I do not present a shared commercial outcome as a solo product result.
The current proposition in market.
These are public product parameters rather than internal performance claims. Future product mechanics and targets are intentionally not disclosed.
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