Job Summary The Transformation Project Manager is responsible not only for executing projects but driving end-to-end business transformation across RCC by aligning business, operations, technology, and customer experience. This role plays a critical part in delivering measurable business outcomes by: Leading cross-functional initiatives Driving stakeholder alignment and decision-making Ensuring successful change adoption across business users Delivering scalable, compliant, and customer-centric solutions Role and Responsibilities / āļŦāļ™āđ‰āļēāļ—āļĩāđˆāļ„āļ§āļēāļĄāļĢāļąāļšāļœāļīāļ”āļŠāļ­āļš Process Analysis & Improvement Analyze end-to-end processes across Retail Credit & Collection operations to identify inefficiencies, bottlenecks, rework, and improvement opportunities with direct operational impact. Apply structured problem-solving and prior work experience to assess issues, frame clear problem statements, and propose practical, data-informed improvement ideas. Work closely with business users and stakeholders to understand operational pain points and decision drivers across different functions. Support the design of improved processes, including process flows, SOPs, and work instructions, contributing to the foundation of scalable and sustainable operations. Project & Implementation Support Contribute actively to cross-functional improvement initiatives and projects, gaining exposure to stakeholders from Operations, Risk, IT, and related teams. Take ownership of assigned tasks or workstreams within improvement projects, with accountability for quality, timelines, and outcomes. Support solution implementation and change activities, including communication, training preparation, and rollout coordination, ensuring ideas are translated into real operational change. Monitor implementation progress, identify risks or dependencies, and proactively raise issues to support effective decision-making. Stakeholder & Change Management Manage and influence cross-functional stakeholders to align priorities and drive decisions in a complex environment Facilitate workshops and discussions to gather requirements, align expectations, and drive clarity Lead change management activities to ensure successful adoption of new processes and systems Identify resistance and proactively drive user adoption and behavioral change Performance Monitoring & Continuous Improvement Support the tracking and analysis of key process performance metrics (e.g. turnaround time, productivity, error rate) to assess improvement effectiveness. Participate in post-implementation reviews to evaluate results, capture learnings, and identify further enhancement opportunities. Contribute insights and ideas to the team's continuous improvement roadmap, helping prioritize initiatives with the highest business impact. Documentation & Governance Prepare and maintain clear and structured documentation such as process maps, SOPs, business requirements, and project materials to support transparency and knowledge sharing. Ensure process changes are aligned with internal policies, control standards, and governance requirements in a regulated banking environment. Qualifications / āļ„āļļāļ“āļŠāļĄāļšāļąāļ•āļī Bachelor's degree or higher in Industrial Engineering, Business Administration, Economics, Statistics, Information Technology, or related fields. At least 1–3 years of working experience in operations, process improvement, consulting, analytics, project-based roles, or related fields. Strong analytical thinking, ability to structure problems, and willingness to learn complex business processes. Preferred Experience in banking, financial services, or large-scale operations environments. Exposure to process improvement, operational projects, or cross-functional initiatives. Specific knowledge and skill / āļ„āļ§āļēāļĄāļĢāļđāđ‰āđ€āļ‰āļžāļēāļ°āļ•āļģāđāļŦāļ™āđˆāļ‡ Specific knowledge and skill / āļ„āļ§āļēāļĄāļĢāļđāđ‰āđ€āļ‰āļžāļēāļ°āļ•āļģāđāļŦāļ™āđˆāļ‡: Experience and knowledge in banking business and retail product related regulatory and compliance. Communication & Presentation, Stakeholder and Time management, Problem solving, Negotiating skills

āļ›āļĢāļ°āļŠāļšāļāļēāļĢāļ“āđŒāļ—āļĩāđˆāļˆāļģāđ€āļ›āđ‡āļ™
  • 3 āļ›āļĩ
āđ€āļ‡āļīāļ™āđ€āļ”āļ·āļ­āļ™
  • āļŠāļēāļĄāļēāļĢāļ–āļ•āđˆāļ­āļĢāļ­āļ‡āđ„āļ”āđ‰
āļŠāļēāļĒāļ‡āļēāļ™
  • āļāļēāļĢāļˆāļąāļ”āļāļēāļĢ
  • āļāļĨāļĒāļļāļ—āļ˜āđŒ / āļ§āļēāļ‡āđāļœāļ™
  • āļ™āļąāļāļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒ
āļ›āļĢāļ°āđ€āļ āļ—āļ‡āļēāļ™
  • āļ‡āļēāļ™āļ›āļĢāļ°āļˆāļģ

āđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļšāļĢāļīāļĐāļąāļ—

āļˆāļģāļ™āļ§āļ™āļžāļ™āļąāļāļ‡āļēāļ™:2000-5000 āļ„āļ™
āļ›āļĢāļ°āđ€āļ āļ—āļšāļĢāļīāļĐāļąāļ—:āļāļēāļĢāđ€āļ‡āļīāļ™āđāļĨāļ°āļāļēāļĢāļ˜āļ™āļēāļ„āļēāļĢ
āļ—āļĩāđˆāļ•āļąāđ‰āļ‡āļšāļĢāļīāļĐāļąāļ—:āļāļĢāļļāļ‡āđ€āļ—āļž
āđ€āļ§āđ‡āļšāđ„āļ‹āļ•āđŒ:www.kkpfg.com
āļāđˆāļ­āļ•āļąāđ‰āļ‡āđ€āļĄāļ·āđˆāļ­āļ›āļĩ:2012
āļ„āļ°āđāļ™āļ™:4.5/5

āļāļĨāļļāđˆāļĄāļ˜āļļāļĢāļāļīāļˆāļāļēāļĢāđ€āļ‡āļīāļ™āđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļŦāļĢāļ·āļ­ KKP āđ€āļāļīāļ”āļ‚āļķāđ‰āļ™āļˆāļēāļāļāļēāļĢāļœāļŠāļēāļ™āļ„āļ§āļēāļĄāđ€āļŠāļĩāđˆāļĒāļ§āļŠāļēāļāļ”āđ‰āļēāļ™āļ˜āļļāļĢāļāļīāļˆāļ˜āļ™āļēāļ„āļēāļĢāļžāļēāļ“āļīāļŠāļĒāđŒāđāļĨāļ°āļ˜āļļāļĢāļāļīāļˆāļ•āļĨāļēāļ”āļ—āļļāļ™āđ€āļ‚āđ‰āļēāļ”āđ‰āļ§āļĒāļāļąāļ™ āļ‹āļķāđˆāļ‡āļ›āļĢāļ°āļāļ­āļšāļ”āđ‰āļ§āļĒāļ˜āļ™āļēāļ„āļēāļĢāđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļšāļĢāļīāļĐāļąāļ—āļŦāļĨāļąāļāļ—āļĢāļąāļžāļĒāđŒāđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļšāļĢāļīāļĐāļąāļ—āļŦāļĨāļąāļāļ—āļĢāļąāļžāļĒāđŒāļˆāļąāļ”āļāļēāļĢāļāļ­āļ‡āļ—āļļāļ™ āđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” āđāļĨāļ°āļšāļĢāļīāļĐāļąāļ—āļŦāļĨāļąāļāļ—āļĢāļąāļžāļĒāđŒ āđ€ ...

āļ­āđˆāļēāļ™āļ•āđˆāļ­

āļĢāđˆāļ§āļĄāļ‡āļēāļ™āļāļąāļšāđ€āļĢāļē:

Optimise Your Opportunities āļŠāļĢāđ‰āļēāļ‡āđ‚āļ­āļāļēāļŠāļŠāļđāđˆāļ„āļ§āļēāļĄāļŠāļģāđ€āļĢāđ‡āļˆ â€œāļ—āļĢāļąāļžāļĒāđŒāļŠāļīāļ™āļ—āļĩāđˆāļŠāļģāļ„āļąāļāļ—āļĩāđˆāļŠāļļāļ”āļ‚āļ­āļ‡āđ€āļĢāļē āļ„āļ·āļ­ āļžāļ™āļąāļāļ‡āļēāļ™āļ—āļļāļāļ„āļ™â€ āļ—āļĩāđˆ KKP āđ€āļĢāļēāļˆāļķāļ‡āđ€āļŠāļ·āđˆāļ­āđƒāļ™āđ€āļĢāļ·āđˆāļ­āļ‡āļāļēāļĢāļŠāļĢāđ‰āļēāļ‡āđ‚āļ­āļāļēāļŠāļŠāļđāđˆāļ„āļ§āļēāļĄāļŠāļģāđ€āļĢāđ‡āļˆ āļžāļ™āļąāļāļ‡āļēāļ™āļĄāļĩāļŠāļīāļ—āļ˜āļīāđ€āļĨāļ·āļ­āļāļ„āļ§āđ‰āļēāđ‚āļ­āļāļēāļŠāļ•āđˆāļēāļ‡āđ† āđ„āļ”āđ‰āđ€āļ­āļ‡ āļĄāļĩāļžāļ·āđ‰āļ™āļ—āļĩāđˆāđƒāļŦāđ‰āđ„āļ”āđ‰āđ€āļĢāļĩāļĒāļ™āļĢāļđāđ‰āđāļĨāļ°āđ€āļ•āļīāļšāđ‚āļ•āļ‚āļķāđ‰āļ™āđ€āļĢāļ·āđˆāļ­āļĒāđ† āđ„āļ”āđ‰āļ—āļģāđāļĨāļ°āļŠāļĢāđ‰āļēāļ‡āļœāļĨāļ‡āļēāļ™āļ­āļĒāđˆāļēāļ‡āđ€āļ•āđ‡āļĄāļĻāļąāļāļĒāļ āļēāļž āđ„āļ”āđ‰āļœāļĨāļ•āļ­āļšāđāļ— ...

āļ­āđˆāļēāļ™āļ•āđˆāļ­

āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđƒāļŦāļāđˆ: 209 āļ­āļēāļ„āļēāļĢāđ€āļ„āđ€āļ„āļžāļĩ āļ—āļēāļ§āđ€āļ§āļ­āļĢāđŒ āļ–āļ™āļ™āļŠāļļāļ‚āļļāļĄāļ§āļīāļ— 21 (āļ­āđ‚āļĻāļ) āđāļ‚āļ§āļ‡āļ„āļĨāļ­āļ‡āđ€āļ•āļĒāđ€āļŦāļ™āļ·āļ­ āđ€āļ‚āļ•āļ§āļąāļ’āļ™āļē āļāļĢāļļāļ‡āđ€āļ—āļžāļŊ 10110
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āļ—āļĩāđˆ WorkVenture āđ€āļĢāļēāđƒāļŦāđ‰āļĄāļđāļĨāđ€āļŠāļīāļ‡āđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļšāļĢāļīāļĐāļąāļ— āļ˜āļ™āļēāļ„āļēāļĢāđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āđ‚āļ”āļĒāļĄāļĩāļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļĩāđˆāđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡ āļ•āļąāđ‰āļ‡āđāļ•āđˆāļ āļēāļžāļšāļĢāļĢāļĒāļēāļāļēāļĻāļāļēāļĢāļ—āļģāļ‡āļēāļ™ āļĢāļđāļ›āļ–āđˆāļēāļĒāļ‚āļ­āļ‡āļ—āļĩāļĄāļ‡āļēāļ™ āđ„āļ›āļˆāļ™āļ–āļķāļ‡āļĢāļĩāļ§āļīāļ§āđ€āļŠāļīāļ‡āļĨāļķāļāļ‚āļ­āļ‡āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ™āļąāđˆāļ™ āļ‹āļķāđˆāļ‡āļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļļāļāļ­āļĒāđˆāļēāļ‡āļšāļ™āļŦāļ™āđ‰āļēāļ‚āļ­āļ‡āļšāļĢāļīāļĐāļąāļ— āļ˜āļ™āļēāļ„āļēāļĢāđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļĄāļĩāļžāļ™āļąāļāļ‡āļēāļ™āļ—āļĩāđˆāļāļģāļĨāļąāļ‡āļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļšāļĢāļīāļĐāļąāļ— āļ˜āļ™āļēāļ„āļēāļĢāđ€āļāļĩāļĒāļĢāļ•āļīāļ™āļēāļ„āļīāļ™āļ āļąāļ—āļĢ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļŦāļĢāļ·āļ­āđ€āļ„āļĒāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ™āļąāđˆāļ™āļˆāļĢāļīāļ‡āđ† āđ€āļ›āđ‡āļ™āļ„āļ™āđƒāļŦāđ‰āļ‚āđ‰āļ­āļĄāļđāļĨāļˆāļĢāļīāļ‡āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āļšāļĢāļīāļĐāļąāļ— āļŠāđ‚āļ„āļ› āļˆāļģāļāļąāļ”āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ HipflatāļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āļšāļĢāļīāļĐāļąāļ— āļŦāļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ WV