TL;DR
The Tactical Asset Calculator (TAC) is the application more than 2,000 advisors at a bank with roughly CAD$300B under management use to manage their households' allocations. Phase 1, before I joined, added monitoring that told advisors which households needed attention. I joined for phase 2, which was about acting on it: making changes to the household. I ran discovery with the bank's subject-matter experts on what to add, called out the dependencies, and owned the allocation submit workflow. It shipped with a UI overhaul, a faster application and, by my estimate, at least two minutes saved on every rebalance.
The problem
Advisors struggled to manage portfolios at scale and to see which households needed immediate attention. Years ago that work ran in Excel, and more recently in the old TAC application. Phase 1 solved the seeing: household-level monitoring, allocation tracking and flags on the areas that need focus. An alert is only worth as much as the action it leads to, and phase 2 was about that action.
What I owned
The vision and strategy work for phase 2, the allocation submit workflow, and the requirements and edge cases underneath it. I worked with the bank's subject-matter experts on which new features to add, and called out the dependencies between them. That meant coordinating eleven people at Fintex (a scrum master, six developers and four QA) with ten at the bank: five QA, two backend developers, a business analyst and two SMEs.
What is not mine: phase 1. The household monitoring was built before I arrived. I can explain what it watches and why, but I did not build it.
The hard part
The allocation submit workflow: twenty to thirty inputs to submit, sitting on top of everything the programme had already built, and a new experience that had to behave correctly wherever the old one had. Most of the rules that matter in a tool like this live in the heads of the people who use it rather than in any document. The risk is a replacement that is right on the common path and quietly wrong on the cases that made the old tool trusted. So the job was getting those rules out of the SMEs and reconciling the old experience with the new requirements, before engineering committed to either.
Outcome
Phase 2 shipped to more than 2,000 advisors, with a UI overhaul and a faster application. By my estimate it saves at least two minutes per rebalance, which is my own estimate rather than a measured figure. I have deliberately left a growth projection off this page. The bank invested seven figures here, which tells you how material the capacity constraint was, but that is an argument rather than a measurement.