A financial institution had a product. Nobody thought about the experience. I was brought in to fix that — and ended up redesigning the entire service from the ground up.
The product was coded and configured before anyone asked how a member would actually use it. I was brought in late — but took full ownership of defining the experience from scratch.
The product was coded and configured before anyone asked how a member would actually use it.
There was no defined journey for how members would discover, enroll in, or experience the program.
Staff had no clear process for handling applications, onboarding, or post-enrollment follow-through.
The program was designed for "young adults" — but nobody had defined who that actually was.
Before touching any flows or blueprints, I started with the people. I developed four distinct user personas to capture the full range of members this program could serve — each with different motivations, anxieties, and behaviors around credit.
I mapped both the ideal experience and what it needed to look like given the constraints we were working within. This dual-track thinking shaped every decision downstream.
Rather than a purely digital self-serve experience, we shifted to a relationship-based model — pairing each member with a Membership Advisor who guides them through the program. This aligned with the organization's broader goal of building lifelong members, not just issuing credit.
The service blueprint was the most critical deliverable. I designed both the frontstage member experience and the backstage staff workflows simultaneously — because if staff can't execute it, the member experience falls apart.
Onboarding, enrollment touchpoints, check-ins, credit education, and milestone moments designed to build confidence.
Advisor workflows, loan routing logic, document collection, and system triggers mapped step by step.
Identified dependencies across loan systems, CRM, and communication platforms to ensure seamless execution.
Surfaced staff training needs and scripting guides to ensure consistent, human-centered member interactions.
The audience engaging wasn't who we designed for. Older members seeking to rebuild credit showed up instead of first-time credit builders.
Rather than push forward, the team made a deliberate decision to pause, reassess the target audience, and redesign the marketing strategy.
The service blueprints, personas, and flows remain the foundation. The structure is sound — it's the front-end targeting that needs refinement.
Credit score improvement, on-time payment behavior, product engagement, and member retention established as success metrics before launch.