Situation:
The Inter Bank App was going through a growth crisis and providing an experience that didn't meet the new needs of customers and new products.
The challenge:
The objective was to propose a redesign that wouldn't affect the current development of features and needed to deliver a version of the App without a menu, without barriers to basic functions, while also meeting the expectations of the CEO and shareholders for renewing the user experience.
The objective was to propose a redesign that wouldn't affect the current development of features and needed to deliver a version of the App without a menu, without barriers to basic functions, while also meeting the expectations of the CEO and shareholders for renewing the user experience.
My role:
I led the design team as a consultant specialist in partnership with the designer manager between 2018 and June 2019.
Together with another senior designer, I've worked on the planning and execution of the rebranding process, interaction design, and concept of new products.
In addition, I worked as a researcher and prototyper alongside 1 UX writer, 1 illustrator, 1 product director, and 1 technology director.
I stopped working on the project after the launch of the home broker platform.
I stopped working on the project after the launch of the home broker platform.
Action:
A redesign was proposed, taking into account a scaling plan and the engagement of the IT and product teams. Together with the area leader, I created a team of guardians on the IT side who took care of the platforms (Apple and Android) to create a consistent Design System aligned with the needs of each platform. We established facelift rules to deliver on time, considering a redesign of all the products and functions within the app.
A redesign was proposed, taking into account a scaling plan and the engagement of the IT and product teams. Together with the area leader, I created a team of guardians on the IT side who took care of the platforms (Apple and Android) to create a consistent Design System aligned with the needs of each platform. We established facelift rules to deliver on time, considering a redesign of all the products and functions within the app.
On the Design team side, I worked on restructuring the team's roles, creating more agile processes to meet the delivery deadline.
Result:
The app redesign was a success with customers and improved the relationship and trust of the management in the Design team, paving the way for a new way of thinking about products and value delivery within the bank.
The design work contributed to the IT team delivering all the functionalities with the new look in a significantly shorter time compared to the previous plan.
This greatly contributed to the 69.3% growth in 2020 compared to 2019 when the bank was still transitioning to the new experience.
The app redesign was a success with customers and improved the relationship and trust of the management in the Design team, paving the way for a new way of thinking about products and value delivery within the bank.
The design work contributed to the IT team delivering all the functionalities with the new look in a significantly shorter time compared to the previous plan.
This greatly contributed to the 69.3% growth in 2020 compared to 2019 when the bank was still transitioning to the new experience.
Prototype
Super App concept 2019
Redesign
