Technical Product Manager · Banking / Identity · Banking integration
eID
Introducing eID-based digital identity into core retail banking — a first-of-its-kind integration in a regulated environment, replacing physical processes with seamless digital onboarding.
Context
For retail banks, onboarding has long been the bottleneck between marketing and revenue. Physical identification, branch appointments, postal verification — each step trimmed conversion and added cost. The German eID offered a faster, regulator-blessed alternative, but no major retail bank had wired it into core processes at scale.
The eID project at UniCredit was about closing that gap. It connected a sovereign digital identity scheme to a regulated banking core, replacing physical touchpoints with a secure, fully digital onboarding flow.
This was a first-of-its-kind integration in the German market — equal parts product, compliance, and technical architecture. The hardest part was not the technology; it was orchestrating compliance, legal, IT, and operations into one shippable product.
What I did
- Owned the eID product end-to-end as Technical Product Manager — from vendor selection and integration design to rollout into live banking processes.
- Translated between regulatory, security, legal, and engineering stakeholders to keep the product scope focused and shippable.
- Designed the customer flow so the regulated identity step felt like a normal onboarding moment rather than a compliance interruption.
- Coordinated with internal IT and external providers to fit the eID stack into the bank's existing core systems.
- Set up the measurement framework to track conversion, drop-off, and operational impact post-launch.
Outcome
A digital identity pathway live inside core retail banking — a first-of-its-kind eID integration that replaced physical onboarding with a regulated digital flow and scaled customer access in the process.
Scaled customer access
What I learned
In regulated industries, product velocity is decided long before the first sprint. The teams that ship are the ones that align compliance and engineering on the same risk model up front — otherwise every decision is renegotiated three times.