CASE STUDIES
Experience Team Reorg
CMX Digital Portal
Auto Insurance Quote Redesign
Whichway App
Staff Banking Study
payit Research Program
0
Experience Team Reorg
Experience Team Reorg
After joining EY as a research lead and UX strategist for a complex project, I collaborated with the lead designer to restructure an nine-member experience team (covering design, research, and analytics). We integrated design thinking and agile methodologies, establishing a project roadmap, workflow guidelines, wrote and got team-buy in on a project charter, and created objectives and key results. These were all novel methods and had not been used at EY prior to my joining.
Central Research Questions:
Methods:
Design Thinking
Agile
Experience Roadmapping
Location
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
A nine person experience design team including project managers, designers, researchers, and an analytics devision.
Business Stakeholders:
Head of CX, UX Design Director, Director of Data Science, and the UX Research Director
My Role:
Lead UX Researcher and Strategist
My Duties:
Process
Scope Grooming Workshops
Due to the team's confusion and disagreements regarding stakeholder and leadership expectations, I initiated week-long grooming workshops. The goals were to (1) align on objectives and key results, (2) rewrite unclear directives and tasks (3) reduce team uncertainty, and (4) maximize cross-functionality.
.PNG)
Experience Roadmaping
After the "demand" items and high level scope was groomed and the team was aligned on purpose and objectives I created a project roadmap visualization, following the design thinking principles, on the process and timelines of how the work was to be done. Based on my original model the team created three individual experience roadmaps that delineated how the work was to be completed.
UX-Agile Method Creation
To execute the work outlined in our experience roadmaps, the lead designer and I adopted agile methodologies and techniques, introducing work modules, a digital task board, sprint schedules, and team rituals and retrospectives.
Research Management and Execution
Collaborating closely with the analytics department, we obtained unique data insights. The research team identified unexpected usage patterns, highlighted knowledge gaps addressed through user interviews, and provided critical insights into pressing business questions. I also assisted in defining objectives for the research across the three experience roadmaps, totaling nine.
Outcomes
Before I joined the team the project had stalled, was not delivering value, and members of the team were experience high levels of disfunction and confusion. After defining goals, roles, and responsibilities by adopting and merging design thinking and agile frameworks, the team expressed that they now could align on key objectives, collaborated effectively, and were able to consistently deliver value each sprint. Following the orchestration of this transformation and leading four research projects, I departed due to creative differences with senior research management.
Before I joined the team the project had stalled, was not delivering value, and members of the team were experience high levels of disfunction and confusion. After defining goals, roles, and responsibilities by adopting and merging design thinking and agile frameworks, the team expressed that they now could align on key objectives, collaborated effectively, and were able to consistently deliver value each sprint. Following the orchestration of this transformation and leading four research projects, I departed due to creative differences with senior research management.
1
CMX Digital Portal
CMX Digital Portal
PROBLEM: State Farm was undergoing one of the most significant internal transformations in its 100-year history. As a result customer policy details, costs, billing cycles, and structure would radically change. The effects of the business transformation was anticipated to impact millions of customer policies. Initial testing revealed severe customer comprehension barriers, leading to an average defection rate of about 20% post-transformation. SOLUTION: In order to reduce confusion and the risk of defection, senior leadership approved the creation of a digital customer portal (with a personalized change management tracker). As a Lead Experience Researcher, I joined the design and product management team and tested the customer portal, contributing generative insights that lead to the improvement of the design and functionality of the digital portal.
Central Research Questions:
Which aspects of the digital portal (including the personalized tracker) create dissatisfaction / excessive cognitive load?
Does the digital portal (and personalized tracker) effectively mitigate risk? How can it better give customers what they need?
What information is essential for customers during the migration process?
Methods:
Moderated Usability Studies
Location
Remote
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
Business Stakeholders:
Product Owner, Experience Design Team, Content Design Team
My Role:
Lead Experience Researcher
My Duties:
Led all aspects of the project including scoping and defining the project's research strategy and purpose, study design, recruitment management, research execution, stakeholder management, data analysis, and presenting design recommendations to the team.
Process
Study Structure
We will highlight one study (out of three) during the development process of the digital portal.
A visual representation illustrating the various interactions participants were exposed to.
Study Findings
Below are a few discoveries / challenges related to usability and information architecture that surfaced from the qualitative investigation.
Design Recommendations
Following the usability test, the senior research team and I determined the priority of distinct usability issues and provided the XD team with precise design directions and guidelines including low-fi wireframes and mock-ups, supported by observational data.
Outcomes
Following three rounds of testing and design iterations, the research discoveries and recommendations transformed the portal into a user-friendly and easily understandable tool that effectively communicated what was happening with customer’s policy changes and what to expect to happen next. These enhancements in information architecture and interaction design led to a noteworthy 10% reduction in customer defection rates, potentially saving the organization billions of dollars with research and design efforts.
Following three rounds of testing and design iterations, the research discoveries and recommendations transformed the portal into a user-friendly and easily understandable tool that effectively communicated what was happening with customer’s policy changes and what to expect to happen next. These enhancements in information architecture and interaction design led to a noteworthy 10% reduction in customer defection rates, potentially saving the organization billions of dollars with research and design efforts.
2
Auto Insurance Quote Redesign
Auto Insurance Quote Redesign
PROBLEM: State Farm's auto quoting system was not performing well, and both customers and agents were dissatisfied. This was critical as over 10 million quotes are generated annually. SOLUTION: The State Farm XD team developed an untested prototype to replace the current version. To address this, we conducted generative research on the auto quote process and evaluative research to compare the new design with the current version using various performance metrics. I led the research design and execution alongside a junior researcher.
Central Research Questions:
What do customers and agents want to see or find most important when they view auto quotes?
How does the current quote compare to the redesigned version?
How can the redesigned version be improved upon? How might we benchmark performance?
Methods:
In-depth Interviews
Service Blueprint
Click Test / Usability Benchmarking
Location
Remote
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
Lead Experience Researcher, Junior Experience Researcher, Experience Research Manager
Business Stakeholders:
Product Manager, Lead UX Designer, Content Specialist
My Role:
Lead Experience Researcher
My Duties:
Led all aspects of the project including scoping and defining the project's research strategy and purpose, experimental and survey design, recruitment management, research execution, stakeholder management, data analysis, and delivery and report presentation.
Process
STUDY STRUCTURE
The project involved two studies that gathered data from two groups: State Farm agents and potential auto insurance customers. We used various methods, including interviews and click tests, to collect both qualitative and quantitative data for analysis. In the first study, we conducted unmoderated click tests and heat maps with potential customers to compare both quote designs (current and new). In the second study, we interviewed agents to understand their typical process and expectations during the quoting process. We also asked agents to evaluate the differences between the two quote designs. Additionally, we used standardized usability measurements for both designs in both studies.
STUDY 1: UNMODERATED CLICK TESTS
The research team used User Zoom, an online testing platform, to conduct an unmoderated study with 100 participants. We ensured a diverse mix of backgrounds, excluded State Farm customers, and only included individuals who shopped for auto insurance within the past year. The test, taking about 20 minutes on average, had three sections: click test task evaluations, open-ended click tests, and usability scales. All 100 participants answered the same questions for both quote designs (current and new version).
STUDY 2: AGENT INTERVIEWS
The research team scheduled eight 45-minute interviews with agents from different parts of the USA using an internal recruitment system. The interviews focused on three main themes: understanding the typical process between agents and customers during quote generation, comparing the current quote with the new design, and assessing usability scales.
USABILITY MEASUREments
As explained above all study participants were asked to rate both designs across an adapted usability scale. Our usability scales were adapted using questions from SUS and SUPR-Q usability ratings. Interestingly, there was a strong correlation between the rating given by agents and customer increasing our confidence in the metric's reliability.
Outcomes
Our final deliverable and testing method had a significant impact on the future development of auto quote prototypes. It became the standard benchmarking method for all future designs, and our results were able to inform the product team about potential risks and readiness for deployment. The influence was evident in how the 'Discounts' information from the current version was included in all future versions. There were also discussions about adopting our novel method as the standard benchmarking method for all State Farm quoting systems, including home and life insurance.
Our final deliverable and testing method had a significant impact on the future development of auto quote prototypes. It became the standard benchmarking method for all future designs, and our results were able to inform the product team about potential risks and readiness for deployment. The influence was evident in how the 'Discounts' information from the current version was included in all future versions. There were also discussions about adopting our novel method as the standard benchmarking method for all State Farm quoting systems, including home and life insurance.
3
Whichway App
Whichway App
The ECMC Innovation Lab created a pioneering mobile career decision-making app by researching, developing, and testing it from scratch. The app utilized O*Net, CareerOneStop, and BLS's public databases and featured a unique sorting algorithm and custom API to match user qualities, skills, interests with job titles, local training programs, and customized information. It stands as the first digital tool of its kind.
Central Research Questions:
How might we help people looking to change their career find programs and jobs that match their skills, abilities, and interests?
Methods:
Competitive Analysis
Journey Map
Usability Study
Location
Minneapolis, MN
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
Senior UX Designer, UX Manager, Backend and Frontend Development team, team Interns
Business Stakeholders:
CFO and Board of Directors
My Role:
Principle UX researcher
My Duties:
Managed discovery and secondary research that influenced and shaped the business proposition. Served as the agile's team researcher testing prototypes and working with the design team to add new user needs into the product backlog and turn research insights into design solution.
Process
Discovery and Define Phase
The lab engaged in discovery work to map user journeys, uncover market opportunities, and identify service gaps. Additionally, they analyzed existing career tools and collaborated with business stakeholders to develop viable business models and revenue structures.
Design, Development, and Test Phase
Based on discovery research, the design team built an initial low-fidelity prototype with static screens. After testing and ideation, these screens and features were refined into user stories. The team then followed agile practices, working on bi-weekly sprints to develop a fully functional MVP.
Collaborating with the agile team, I conducted three usability tests on the application prototype. The research recommendations were transformed into user stories and included in the product backlog for future development.
Outcomes
Regrettably, the iLab closed before Whichway's planned launch. The next steps would have involved alpha and beta testing with high school students and recent college graduates. There were also plans to expand Whichway into a college major decision-making tool.
Regrettably, the iLab closed before Whichway's planned launch. The next steps would have involved alpha and beta testing with high school students and recent college graduates. There were also plans to expand Whichway into a college major decision-making tool.
4
Staff Banking Study
Staff Banking Study
.jpg)
PROBLEM: The Staff Banking team needed to address a critical problem found through analytics – more than 60% of employee salaries were being transferred out of company accounts after disbursement. FAB executives wanted to understand why and so they could take steps to prevent the loss of millions of dollars leaving the bank monthly. SOLUTION: Conduct in-depth interviews to understand the reasons behind the money transfers and use those insights to create and deploy a survey for broader quantitative validation / understanding.
Central Research Questions:
Why do employees move their salaries out of FAB bank accounts?
How familiar are FAB employees with the various employee product offerings?
What factors hinder product adoption rates?
Methods:
In-depth Interviews
High Sample Survey
Location
Dubai, UAE
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
Junior UX Researcher, Junior Market Researcher, Research Facilitator
Business Stakeholders:
SVP of Staff Banking, Director of Change Management, VP of Business Management
My Role:
Head of Research
My Duties:
Led scoping discussions with business stakeholders; outlined and approved research plans, managed research team throughout the project including recruitment, data collection, and report generation. Traveled with the research team to business headquarters to deliver findings deck to top executives.
Process
Study Structure
To investigate why employees move large sums of their salaries out of their company bank accounts, we conducted a two-part investigation. Firstly, we conducted exploratory qualitative interviews to understand the root causes behind the transfers. Then, using the insights from the interviews, we moved into the quantitative phase, creating and circulating a survey to a wider sample of employees. The survey aimed to statistically validate our findings from the exploratory phase, turning our initial insights into facts for our stakeholders.
Phase 1 (Interviews)
The team recruited fifteen FAB employees who regularly transfer money out of their FAB salary accounts for 45-minute interviews.
1.png)
After the interviews, the team gained insights into the reasons for transfers, product awareness levels, and factors affecting product adoption rates.
Phase 2 (High Sample Survey)
While conducting the interviews, the team started developing a survey based on the insights from the interviews. After completing the interviews, they finalized and distributed the survey to about 1200 FAB employees. The survey provided crucial business insights, including the number of employees transferring their salary, the root causes of transfers, interest in current FAB offerings, and adoption rates of non-FAB banking products.
Outcomes
Based on the research findings, Staff Banking senior leadership collaborated with Marketing to launch a campaign to inform employees about their accounts, reducing fear and uncertainty. They also introduced a new savings account with higher interest rates, approved by the CEO. The leadership redesigned the process, and after 8 months, salary transfers were reduced by 20%. Due to its impact on various business decisions and strategies, this work led to additional research program requests from other departments, such as Marketing and Product.
Based on the research findings, Staff Banking senior leadership collaborated with Marketing to launch a campaign to inform employees about their accounts, reducing fear and uncertainty. They also introduced a new savings account with higher interest rates, approved by the CEO. The leadership redesigned the process, and after 8 months, salary transfers were reduced by 20%. Due to its impact on various business decisions and strategies, this work led to additional research program requests from other departments, such as Marketing and Product.
5
payit Research Program
payit Research Program
PROBLEM: payit, a banking and digital wallet innovation, had around 70K app downloads when the project began. The payit team, comprising members from the design and marketing departments, sought to boost the app's adoption rate through user research to help the payit team create a new marketing and design strategy based on customer preferences. SOLUTION: Under my supervision, the research lab planned six projects within a 90-day timeframe, with the payit leadership team choosing three of them. These projects involved collaboration between the UX and market research teams and received support from three external vendors (two for research and one for participant recruitment). By 2022, payit's adoption rate soared to over 1M+ downloads worldwide, and the app received consecutive recognition as the UAE's most innovative app.
Central Research Questions:
What drives mobile wallet adoption rates, and which needs and desires do digital wallets best satisfy?
What are the UAE's spending patterns, and how do they impact payit's business and design strategy?
What are the global trends in the digital wallet space?
Methods:
Competitive Landscape
Millennial Interviews
Diary Study
Location
Dubai and Abu Dhabi, UAE
features:
EmpATHIZE
EmpATHIZE
DEFINE
DEFINE
IDEATE
IDEATE
PROTOTYPE
PROTOTYPE
TEST
TEST
Roles
Core Team:
UX Research team, Market Research team, Research Administration, and third-party vendors
Business Stakeholders:
payit's CEO, payit's Head of Design, and SVP of Marketing
My Role:
Head of Research
My Duties:
Led research scoping discussions, approved plans, developed scoping briefs and costing documents with third-party vendors, managed teams throughout the project lifecycle (planning, recruitment, data collection, report generation), and presented findings to top executives.
Process
Project Overview
After conducting stakeholder interviews with payit's marketing and design team and performing heuristics evaluations on payit's UX, functionality, and value proposition, the core team developed a research proposal with six possible projects, including timelines, methodologies, costs, and study aims. Three projects were selected based on needs, budget, and timelines.
Phase 1 (Global Landscape)
The research lab partnered with a leading vendor to produce a trends report, offering the payit team in-depth analysis of digital wallet usage data, market disruptors, technology ecosystems, and cultural practices shaping the digital wallet landscape.
Phase 2 (Millennial Interviews)
The research team conducted 12 in-person interview sessions, selecting participants with high interest in technology and mobile wallet usage. The aim was to gather insights on customer preferences, expectations, and pain points related to mobile wallet usage and adoption. These insights guided the team in defining a strategy to boost adoption rates through new features, functions, integrations, and marketing campaigns.
.png)
Phase 3 (Diary Study)
The final project aimed to understand UAE residents' spending and saving habits. The research team tracked the spending habits of 200 participants from various demographics for 4 weeks. Additionally, qualitative insights were gathered in-person on participants' saving behaviors and their preferences and attitudes towards online and in-store payments.
This project was a first-of-its-kind for the bank. Due to the generalizability of the findings to other departments of the bank the innovation lab decided to create a white paper of the findings report to be circulated company-wide.
.png)
Outcomes
The team presented research findings to top stakeholders, including payit's CEO. The research influenced business, design, marketing decisions, fostering a new collaboration between payit and the innovation lab. They now work together on various projects guiding strategic and tactical choices. The app boasts over 1M+ downloads (up from 70K when the research project kicked off) and has received several fintech and innovation awards in recent years.
The team presented research findings to top stakeholders, including payit's CEO. The research influenced business, design, marketing decisions, fostering a new collaboration between payit and the innovation lab. They now work together on various projects guiding strategic and tactical choices. The app boasts over 1M+ downloads (up from 70K when the research project kicked off) and has received several fintech and innovation awards in recent years.