Head of Digital Experience

Head Of Digital Experience

The Head of Digital Experience owns Flagstar's consumer digital banking experience: online and mobile account opening, digital onboarding, everyday servicing, payments and transfers, and the online and mobile banking platform those experiences run on. The role sets the standards each experience must meet, owns the business requirements that define them, and is accountable for the performance metrics they are measured against.

Account origination determines how many consumer customers Flagstar acquires. Onboarding, servicing, and payments determine how many stay and how much they keep on deposit. The Head of Digital Experience will build and lead the digital experience organization, including experience owners across each domain and shared UX design and digital analytics functions. Required qualifications include prior experience building a digital product organization within a bank, demonstrated ability to manage performance against a scorecard covering account production, deposit balances, digital adoption, activation, and retention, and the technical credibility to operate as a peer to technology partners in delivery and prioritization decisions.

This is the primary owner of Flagstar's consumer digital banking experience, from online account opening through digital servicing.

Digital Banking Strategy and Operating Model

• Own the multi-year roadmap for Flagstar's consumer digital banking experience, including sequencing and the investment case behind it.
• Establish the operating model connecting business ownership to delivery, including decision rights, intake, prioritization, and the working cadence with Enterprise Technology.
• Define the experience domains within the function and the boundaries between them, so accountability for each customer journey is unambiguous.
• Represent consumer digital banking in enterprise technology prioritization and investment decisions.
• Partner with the Chief Marketing Officer to connect acquisition demand to the digital experiences that convert and retain it.

Performance Ownership and the Digital Scorecard

• Own a single performance scorecard for the function covering account production, deposit balances, digital adoption, activation, and retention.
• Own the digital interactions that determine whether a newly opened account becomes the customer's primary banking relationship, including online banking enrollment and first login, account funding, direct deposit setup, debit card activation and digital wallet provisioning, alerts, bill pay and transfers, in-session help and secure messaging, and dispute resolution.
• Define metric definitions, control group design, and reporting cadence so performance claims withstand review by Finance.
• Hold each experience owner to a domain scorecard that rolls into the function scorecard.
• Report performance, tradeoffs, and recommendations to the Executive Leadership Team.

Building and Leading the Function

• Build the digital experience organization, hiring experience owners across the domains and the shared UX design and digital analytics support behind them.
• Establish the standards, quality expectations, and operating rhythm that allow a small senior team to be accountable for a broad set of customer facing systems.
• Develop the capability plan that scales the function without proportional headcount growth.
• Responsible for talent management functions including: employment, performance evaluations, staff development/training, disciplinary actions, succession planning and ensuring all staff comply with compliance requirements.

Technology Partnership and Delivery

• Co-own a single roadmap and backlog with the dedicated engineering team under Enterprise Technology.
• Hold core banking, digital banking platform, and third party providers to service, quality, and roadmap commitments.
• Maintain the boundary between business ownership and platform operation, so business requirements and customer outcomes sit with the business and application support sits with technology.
• Escalate delivery risk early with a recommended path, and own the sequencing decision when delivery capacity is constrained.

Risk, Compliance, and…