Yanniré Cid
Chevecich

Digital channels for financial products and payments were underperforming on conversion and adoption, while the business needed to launch a new La Polar Debit Card across a multi-country retail-financial environment.

Product Manager, Digital Channels — owner of roadmap, KPIs and cross-functional delivery (business, tech, UX, ops, marketing, vendors, Chile–Brazil teams).

• Owned the roadmap for digital financial channels, prioritized by conversion, adoption, value-prop clarity and stakeholder feedback.
• Ran funnel and journey-friction analysis to define experiments and release cycles for the credit/debit channels.
• Coordinated the end-to-end digital launch of the La Polar Debit Card across business, technology, operations, marketing and regional teams.
• Defined and monitored conversion, adoption, behavior and commercial KPIs to back roadmap and backlog decisions.

• +15% and +20% digital sales lift in managed channels.
• Debit Card digital launch met first-month projections.
• Stable Chile–Brazil delivery cadence and clearer prioritization.

A career-services unit serving 1,200 students, 800 alumni and 590 employers needed an end-to-end digital and operational transformation: job portal, employer CRM, internship workflows, dashboards and executive reporting.

Head of Career Services & Corporate Relations — Product & Operations Lead, owning vision, roadmap and operating model for a B2B/B2C product portfolio.

• Set product vision and roadmap for job portal, employer CRM and internship workflows, prioritized by adoption, conversion, operational efficiency and institutional ROI.
• Installed KPIs, dashboards and weekly accountability routines to improve traceability and decision speed.
• Restructured the team from 4 to 8 people with clear responsibilities, cadences and escalation criteria.
• Built reusable artifacts: employer targeting model, internship tracking, fair metrics, management calendar and committee reports.

• Unit profitability up by more than 100%.
• Defined commercial portfolio worth CLP 100MM in additional annual revenue.
• Faster executive reporting and stronger governance across stakeholders.

A national portfolio of applied innovation and technology transfer initiatives — 18 campuses, distributed teams and a CLP 1.2B annual budget — needed governance, prioritization and executive visibility to scale.

Innovation Projects Specialist — Program & Product Portfolio Manager for a multi-campus, multi-stakeholder portfolio.

• Led 23 innovation coordinators across 18 campuses, installing governance, methodology and milestone tracking.
• Managed an annual budget of approximately CLP 1.2B with stronger prioritization and resource traceability.
• Built enablement, tracking and reporting mechanisms to align academic and industry stakeholders.
• Curated showcased initiatives for Congreso Futuro 2024 and 2025 and supported a Cloud Computing team to global success.

• CLP 1.2B portfolio executed with traceability and executive reporting.
• Initiatives presented at Congreso Futuro 2024 & 2025.
• Supported Cloud Computing students to 3rd place globally at Huawei ICT 2025 in China.

Public and private organizations facing ambiguous problems — unclear strategy, fragmented processes and stalled digital initiatives — needed a path from diagnosis to executable plans.

Independent Strategy & Transformation / Product & Process Consultant — discovery, diagnosis, roadmap and governance.

• Led stakeholder discovery, process mapping and pain-point diagnosis across clients including JUNJI Chile, VMU Abogados and CIDEN.
• Translated findings into initiatives prioritized by impact, feasibility, risk and urgency.
• Designed roadmaps, playbooks, process maps and governance models to reduce ambiguity and align leadership teams.
• Applied product and continuous-improvement logic: MVPs, sequencing, success criteria and follow-up mechanisms.

• Ambiguous business needs converted into prioritized, executable plans.
• Sustainable governance and capabilities left in place beyond each engagement.
• Faster leadership alignment and transformation decisions.

Internal investment projects were tracked across scattered spreadsheets and ad-hoc routines, slowing approvals, hand-offs and visibility for leadership.

Digital Transformation Analyst — product owner of Arquiflow, Falabella's internal workflow tool for managing investment projects end-to-end.

• Mapped the full investment-project lifecycle: stages, approvals, roles and hand-offs across business, architecture, construction and finance.
• Defined requirements, user flows and business rules for Arquiflow, prioritizing pain points with end users and process owners.
• Coordinated build and rollout with the development team, including UAT, change management and adoption with internal teams.
• Established status, SLAs and reporting views to give leadership real-time visibility of the project portfolio.

• Faster execution and internal management of investment projects.
• Single source of truth for project status, approvals and accountability.
• Reduced operational friction and clearer governance across teams.