JobMTS Fintech / MTS Bank
MTS Bank: digital sales
banking loginssales
A corporate online bank that became a sales channel.
In short
Turned the corporate digital-banking storefront into a sales channel: the digital share of sales grew from 9% to 30% in 2024, and MAU-to-sale conversion doubled.
- Digital share of sales 9% → 30% (+21 pp) in 2024: 4 new sales channels and cross-sell triggers.
- MAU-to-sale conversion ×2, products per client 1.7 → 2.5; search with recommendations converts 27% of clicks into applications.
- Payroll product from scratch as Product Owner: MVP in a year, team of 10–15, core-banking integration, MAU +6%.
- Incidents −18% and NPS ×1.5 after monitoring screen speed and errors.
9%30%+21 pp
digital share of sales, 2024
×2
MAU-to-sale conversion
1.72.5
unique products per client
Context
MTS Bank is the bank inside the MTS ecosystem. I worked on the digital-banking storefront for corporate clients: joined as a Business Analyst in April 2023 and became Product Manager in September.
Problem
Clients logged into the online bank to pay and transfer, while products were sold to them in branches: digital channels brought 9% of sales. The traffic was there; the signal was not.
Solution
I broke the goal into a metrics tree and pulled the branches that actually move sales. Click a node to see the lever and its effect.
Try it
- Four new sales channels in digital banking, including product search with a recommendation engine: 27% click-to-application.
- Cross-sell triggers: an offer appears at the moment the client does something related.
- Personalised home-screen quick actions (transfers, payments, deposits) based on behaviour: +15% MAU-to-action conversion.
A payroll product from scratch
As Product Owner I launched the payroll product: MVP in a year, a team of 10–15, core-banking integration for payroll, the employee registry and card issuance. Moved clients off legacy systems, and MAU grew 6%.
Reliability as a product
Introduced monitoring of screen load times and platform errors: incidents fell 18%, and NPS grew 1.5× over 2024. Built the product metrics tree for judging launches and prioritising the backlog, led the business-analysis stream and hired analysts for the cluster.
Impact
9%30%+21 pp
digital share of sales, 2024
×2
MAU-to-sale conversion
1.72.5
unique products per client
27%
search with recommendations: click → application
−18%
incidents
×1.5
NPS over 2024
What I take forward
- Selling in an interface is about relevance, not banners: an offer works when it matches what the person is already doing.
- Speed and stability move NPS as much as features do.
- A metrics tree is a shared language with the business: an argument about priorities becomes an argument about branches.
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