Context
BAC Credomatic is one of Central America's largest card-issuing banks. As Head of Digital Sales & Card Portfolio, I owned both the digital channel and the commercial economics of the card portfolio across Visa, Mastercard, and Amex.
The problem
Card acquisition ran through branches and the call centre. Both were expensive per acquisition and limited in reach, and neither gave the customer a digital purchase journey. Building the bank's first digital payments product meant creating the channel, the product, and the business case at the same time, inside a regulated institution.
What I did
Built the digital payments product from zero, the bank's first, along with the acquisition funnel around it.
Managed portfolio economics end to end: interchange, scheme fees, and cost-per-acquisition across three card networks, so growth decisions were made on unit economics.
Ran co-marketing programmes with Visa, Mastercard, and Amex to fund and amplify acquisition.
Built customer segmentation and lifecycle targeting models on Oracle Siebel CRM and core banking data.
Designed the digital sales infrastructure as a reusable framework rather than a one-off build. Debit cards, loans, and insurance were all sold through the same rails afterwards.
The outcome
Digital went from non-existent to the bank's most efficient acquisition channel, and then became the channel the rest of the portfolio was built on. It is also where I learned that transformation succeeds on unit economics and internal adoption, not on technology choices.
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