Case Study

Driving a Human-centric Mindset for Commercial Lending

How do you transform a legacy solution ecosystem, along with culture & operations to meet evolving customer expectations?

Challenges

Understanding current state to determine priority and focus

01

The product, design, engineering team had been struggling to migrate a legacy product for 2+ years

02

Customers were becoming impatient, investment was rising, sales stalling, executives frustrated, culture struggling

03

Previously, the design team was being asked to simply replicate outdated UX patterns in the new UI, not fully addressing customer frustrations

04

Fragmented team understanding of persona(s), tasks, behaviors, current challenges & orchestration

05

The product & development team was at an infant stage of establishing an Enterprise Agility model with dedicated Value Streams & struggled to understand how & where UX best fits into the process

06

Legacy architecture hurdles and required use of an outdated Enterprise Design System that missed critical customer insights

07

Each development release was breaking code across the product & not allowing for scale and flexibility

08

The organization had inconsistent roles & responsibilities, design processes were inefficient & deliverable quality was below expectations

Testimonial
5.00

“David joined us midway through a challenging UX redesign initiative that was struggling to gain traction. From the moment he stepped in, he brought clarity, leadership, and vision”

Dale Glajchen
VP, Global Head of Commercial LoanServicing and Syndication for a Global Fintech
Engaging with Customers
20

Banking customers engaged

Across NA, EU, APAC
10

Personas

Identified across the orchestration and validated with actual customers
40+

Jobs-to-be-done

Identified across the solution
Process

Human-centric approach to drive solutions

Design Thinking facilitation was leveraged to:
1

Align stakeholders

Unpack OKRs, user research, market research, business requirements so all are aligned from the beginning

2

Evaluate 40+ jobs-to-be-done

Prioritize which to focus on and identifying common user experience patterns

3

Enable the team to understand & empathize

For many on the cross-functional team, it was unclear on the who, what, why & where in the experience

4

Ideate on various possibilities

With those insights, the team can ideate on all the possibilities and prioritize based on immediate impacts or longer term impacts

5

Rapid prototype variations

Explore priority ideas quickly to convey the narrative and prepare for validation

6

Validate early & often

Challenge assumptions both internally and with customers to balance persona impact & business impact along with technical feasibility

7

Inform product backlogs

Identify and prioritize for informing upcoming Program Increments. Product now has clear guidance to write accurate Epics, Features, User Stories.

8

Delivery for PI

Reached a "definition of ready" for implementation hand-off

Results

Driving outcomes

Supporting OKR’s for Client-centricity and across E2E Product Delivery…
46%

Average reduction in steps

Reduced user steps by up to 63% across 40+ workflows over 22 months
85%

Average cost reduction in UX & Tech debt

Cut UX & tech debt by 85% caught prior to development, saving costly man hours, reducing rework, improving customer sentiment
40%

Average increase in design team velocity over 6 mo

Boosted delivery velocity by 40% (from 6–8 weeks to 3–4)
+6

Customers queued to onboard

Partnership with Sales to secure $35M – $55M pipeline via demonstrating customer ROI & production future vision
250+

Customers insights guiding product

Introduced feedback loops with 16 customers in NA, EU, APAC to inform product strategy and improvements over 22 months
8.2+

Avg. customer confidence score above 8/10

Scoring to quantify if solutions will indicate a business impact and persona impact for customer organizations prior to costly development
Communication is good

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