Improving CX, EX, and fintech product practices
Improving CX, EX, and fintech product practices
Improving CX, EX, and fintech product practices
Identifying service friction points at Capital One
Identifying service friction points at Capital One
Situation
The existing monolithic application architecture at Capital One was slowing down its ability to innovate and bring customer-centered solutions to life quickly. Feature deployment had become slower and there were increasing costs for system maintenance.
Goals
Together we needed to strategically transition to a more agile, scalable microservices-bsed architecture. This would be possible through a roadmap that not only defined the technical path but was also grounding the effort in a deep understanding of what improvements were most valuable to both employees and customers.
Process
I led a comprehensive research effort using the Jobs to be Done framework, conducting over 50 interviews to identify critical customer needs, then facilitated cross-functional workshops to develop a phased technology roadmap prioritizing high-impact solutions like a Fraud Alerts microservice. This strategic work culminated in the adoption of new core organizational principles by senior leadership, ensuring sustained alignment and customer impact across product and engineering teams.
Situation
The existing monolithic application architecture at Capital One was slowing down its ability to innovate and bring customer-centered solutions to life quickly. Feature deployment had become slower and there were increasing costs for system maintenance.
Goals
Together we needed to strategically transition to a more agile, scalable microservices-bsed architecture. This would be possible through a roadmap that not only defined the technical path but was also grounding the effort in a deep understanding of what improvements were most valuable to both employees and customers.
Process
I led a comprehensive research effort using the Jobs to be Done framework, conducting over 50 interviews to identify critical customer needs, then facilitated cross-functional workshops to develop a phased technology roadmap prioritizing high-impact solutions like a Fraud Alerts microservice. This strategic work culminated in the adoption of new core organizational principles by senior leadership, ensuring sustained alignment and customer impact across product and engineering teams.
My role
Service Design Lead; I focused on Capital One's online banking services across three customer segments. I lead my team in conducting mixed methods research and facilitated service blueprinting workshops to align of friction points and identify root causes. This allowed us to roadmap a transition microservices as an architecture. This roadmap helped to align teams across 10+ divisions, defining new product practices and prioritized actions in a shared language. Project highlights below:
Asylum Officers are responsible for completing meticulous interviews with asylum seekers, reviewing supporting documentation, and making informed decisions about whether to grant or deny asylum. This involves applying multifaceted legal standards, assessing credibility, and ensuring national security. Challenges in this role include managing a high caseload, navigating language barriers, and ensuring accuracy in decision-making. Additionally, staying updated on evolving immigration laws and policies is essential to effectively adjudicate cases.
To realize the product vision, I designed a dashboard prototype aimed at presenting information in a central,
user-friendly manner and roadmapped to integrate with all key partners, starting with the most
high impact partner data.
This design pulled data from different agencies into a single dashboard, making it easier for Officers to find what they needed. It also automates routine tasks, freeing up time for officers to focus on more tedious, time-consuming actions during casework. The design also adds safeguards to protect sensitive information and keep the system secure. This was build and put into production with a roadmap for integrations to support a robust logic for identity and security checks.
To address the problems we uncovered, we designed a dashboard powered by a robust set of data integrations.
Our research showed we needed to bring information together, cut out repetitive tasks, and tighten security. Here’s how we tackled it:
Centralized Data: We pulled data from different agencies into a single dashboard, making it easier for officers to find what they needed.
Smarter Workflows: We automated routine tasks, freeing up time for officers to focus on the work that truly matters.
Stronger Security: We added safeguards to protect sensitive information and keep the system secure.
By connecting Global with other systems and building this centralized dashboard, we made background and security checks faster, safer, and more efficient, helping asylum and refugee case management run smoother for everyone involved.
Together, we formed a strategic, human-centered vision for executing service improvements.
By synthesizing insights from the workshops, our team developed a comprehensive framework to guide organizational transformation.
This framework focused on three key areas:
Aligning with Organizational Priorities
We identified core organizational priorities and aligned team strategies to ensure focus on high-impact initiatives. This involved breaking
down complex goals into actionable steps, setting clear expectations, and fostering a culture of accountability.
Accelerating the Microservices Transition
We developed a roadmap to transition to a microservices architecture, breaking down monolithic applications into smaller, independently deployable services. This approach will improve scalability, reliability, and time-to-market for new features and products.
Embracing Human-Centered Practices
We emphasized the importance of designing experiences that meet the needs and desires of customers. By incorporating human-centered design practices, we promoted innovative solutions that delight customers and drive business growth.
By addressing these key areas, we aim to empower employees to work more effectively, innovate faster, and deliver exceptional customer experiences.
We defined a unifying service design strategy and set of practices to align across the organization.
A key priority identified during the workshop was Capital One's transition to a microservices architecture. To support this transition, our team analyzed the insights gathered from the workshops and developed actionable recommendations for Leadership, Design, and Engineering teams. By providing clear guidance and alignment, we aim to empower these teams to:
Elevate technical skills and embrace emerging technologies
Invest in training and development programs to equip teams with the skills needed to design, build, and maintain microservices-based systems. Empower employees to learn and experiment in order to advance the adoption of new technologies and practices.
Foster a culture of innovation and continuous improvement
Promote collaboration and knowledge sharing among teams. Implement agile methodologies to rapidly address customer needs and accelerate development and delivery.
Deliver exceptional products and services at an accelerated pace
Break down monolithic applications into smaller, independently deployable services. Improve scalability, reliability, and maintainability of systems. Enable faster time-to-market for new features and products.
We defined unifying principles to align Leadership, Design, and Engineering.
A key priority identified during the workshop was Capital One's transition to a microservices architecture. To support this transition, our team analyzed the insights gathered from the workshops and developed actionable recommendations for Leadership, Design, and Engineering teams. By providing clear guidance and alignment, we aim to empower these teams to:
Elevate technical skills and embrace
emerging technologies
Invest in training and development programs to equip teams with the skills needed to design, build, and maintain microservices-based systems. Empower employees to learn and experiment in order to advance the adoption of new technologies and practices.
Foster a culture of innovation and
continuous improvement
Promote collaboration and knowledge sharing among teams. Implement agile methodologies to rapidly address customer needs and accelerate development and delivery.
Deliver exceptional products and services
at an accelerated pace
Break down monolithic applications into smaller, independently deployable services. Improve scalability, reliability, and maintainability of systems. Enable faster time-to-market for new features and products.
Priority 2: Strengthening Security Guidance
While working to improve security screenings, we discovered a major gap: officers interviewing high-risk applicants often didn’t get the guidance they needed in time. The old paper-based system was slow and left officers scrambling to prepare. Here’s what we found:
• Paper was the problem: Critical security details were stuck in piles of paperwork, causing unnecessary delays.
• Guidance came too late: Officers often received important information after it was useful, leaving them underprepared.
• Training fell short: Many officers didn’t have the tools or training to confidently handle high-risk cases.
Research Insights
We spent time talking to officers, listening to their daily struggles, and learning where the system was falling short. Their insights shaped our vision for a better way to deliver security guidance, one that’s faster, clearer, and more helpful when it matters most.
To ensure this coordination across Officers, I designed a digital workflow to ensure timely communication.
To strengthen security screenings and help officers conduct interviews with confidence, we envisioned a digital tool that would:
• Give guidance early: Deliver security details to officers well before interviews, so they have time to prepare.
• Offer smart suggestions: Provide tailored questions based on risk factors, helping officers dig deeper where it matters most.
• Support follow-up: Make it easier to review complex cases after interviews, ensuring no potential risks are overlooked.
By building a dedicated form in the Global system, we made it simpler for security teams to assess high-risk cases and give officers the clear, timely guidance they need. This means interviews are more thorough, screenings are more accurate, and everyone can feel more confident in the process.
With critical communication needing to occur across officers, we designed a workflow that would ensure timely coordination.
To strengthen security screenings and help officers conduct interviews with confidence, we envisioned a digital tool that would:
Give guidance early: Deliver security details to officers well before interviews, so they have time to prepare.
Offer smart suggestions: Provide tailored questions based on risk factors, helping officers dig deeper where it matters most.
Support follow-up: Make it easier to review complex cases after interviews, ensuring no potential risks are overlooked.
By building a dedicated form in the Global system, we made it simpler for security teams to assess high-risk cases and give officers the clear, timely guidance they need. This means interviews are more thorough, screenings are more accurate, and everyone can feel more confident in the process.
Our efforts led to a detailed technology roadmap that outlined actionable priorities.
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Our efforts led to a detailed technology roadmap that outlined actionable priorities.
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with Capital One. All percentages presented here are representative of performance results.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with Capital One. All percentages presented here are representative of performance results.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with Capital One. All percentages presented here are representative of performance results.
Role and Team
As Service Design Lead, I spearheaded field research, led interviews, and led the facilitation of workshops to
gain deep insights into customer and employee needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
My team included a Service Designer, UX Designer, and Product Manager. A dedicated Client Coordinator managed project administration and coordination with Capital One. All work shown in this case study has been made by me to convey the work accomplished during this project.
Role and Team
As Service Design Lead, I spearheaded field research, led interviews, and led the facilitation of workshops to
gain deep insights into customer and employee needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
My team included a Service Designer, UX Designer, and Product Manager. A dedicated Client Coordinator managed project administration and coordination with Capital One. All work shown in this case study has been made by me to convey the work accomplished during this project.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by
our team in collaboration with DHS. All percentages presented here are representative of performance results.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with DHS. All percentages presented here are representative of performance results.
Along with drastically decreasing adjudication times, we delivered the largest backlog reduction that DHS had experienced in over a decade.
Faster case processing
By simplifying workflows and cutting manual tasks, we reduced average case processing times by 40%.
Stronger security checks
With better tech and data sharing, we increased timely detection of fraudulent applications by 30% and reduced the average time spent on security vetting by 60%.
Smarter case management
Moving to a digital system and connecting agencies cut paper use by 80% and boosted data accuracy.
Empowered officers
We trained RAIO and FDNS teams through live demos, video tutorials, and clear guides, ensuring they were ready for every update.
Confident teams
By giving officers the tools and training they needed, job satisfaction ratings increased by 45%.
Role and Team
As the Experience & Product Design Lead, I combined strategic vision with hands-on execution. In my role I led
in-depth research and design sprints to understand user needs and design innovative solutions. I also led collaboration with over 130 stakeholders across DHS to align on goals and ensure successful implementation.
My responsibilities also included leading iteration planning and development to release features rapidly.
As team lead, I also mentored and guided UX designers and engineers across product teams. All work shown
in this case study has been made by me to convey the work accomplished during this project.
Role and Team
As the Experience & Product Design Lead, I combined strategic vision with hands-on execution. In my role I led in-depth research and design sprints to understand user needs and design innovative solutions. I also led collaboration with over 130 stakeholders across DHS to align on goals and ensure successful implementation.
My responsibilities also included leading iteration planning and development to release features rapidly. As team lead, I also mentored and guided UX designers and engineers across product teams. All work shown in this case study has been made by me to convey the work accomplished during this project.
Day 1 | Understanding Our Purpose
· Welcome back participants and recap previous workshop
· Explore the organization's core purpose and values
· Reflect on personal and professional purpose
· Discuss alignment of individual and organizational purposes
· Co-create a shared vision for the future
Identifying service friction points at Capital One
Product Design
Our research revealed a need to centralize information, automate workflows, and enhance security measures.
For our solution, we focused on the following:
Centralized Data Platform
Consolidated information from various agencies into a single dashboard for efficient access
Automated Workflows
Streamlined processes by automating routine tasks, reducing manual effort
Enhance Security Measures
Implemented robust security measures to protect sensitive information
By integrating Global with other systems and creating the centralized dashboard shown below, we significantly streamlined background and security checks, reducing processing times, enhancing data security, and ultimately improving the overall efficiency of the asylum and refugee case management system.
To address the problems we uncovered, we designed a dashboard powered by a robust set of data integrations.
Our research showed we needed to bring information together, cut out repetitive tasks, and tighten security. Here’s how we tackled it:
• Centralized Data: We pulled data from different agencies into a single dashboard.
• Smarter Workflows: We automated routine tasks, freeing up time for officers to focus on what matters.
• Stronger Security: We added safeguards to protect sensitive information and keep the system secure.
By connecting Global with other systems and building this centralized dashboard, we made background and security checks faster, safer, and more efficient, helping asylum and refugee case management run smoother for everyone involved.
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Results
Asylum Officers are responsible for completing meticulous interviews with asylum seekers, reviewing supporting documentation, and making informed decisions about whether to grant or deny asylum. This involves applying multifaceted legal standards, assessing credibility, and ensuring national security. Challenges in this role include managing a high caseload, navigating language barriers, and ensuring accuracy in decision-making. Additionally, staying updated on evolving immigration laws and policies is essential to effectively adjudicate cases.
Results
Faster case processing
By simplifying workflows and cutting manual tasks, we reduced average case processing times by 40%.
Stronger security checks
With better tech and data sharing, we increased timely detection of fraudulent applications by 30% and reduced the average time spent on security vetting by 60%.
Smarter case management
Moving to a digital system and connecting agencies cut paper use by 80% and boosted data accuracy.
Empowered officers
We trained RAIO and FDNS teams through live demos, video tutorials, and clear guides, ensuring they were ready for every update.
Confident teams
By giving officers the tools and training they needed, job satisfaction ratings increased by 45%.
Along with drastically decreasing adjudication times, we delivered the largest backlog reduction that DHS had experienced in over a decade.
Faster case processing
By simplifying workflows and cutting manual tasks, we reduced average case processing times by 40%.
Stronger security checks
With better tech and data sharing, we increased timely detection of fraudulent applications by 30% and reduced the average time spent on security vetting by 60%.
Smarter case management
Moving to a digital system and connecting agencies cut paper use by 80% and boosted data accuracy.
Empowered officers
We trained RAIO and FDNS teams through live demos, video tutorials, and clear guides, ensuring they were ready for every update.
Confident teams
By giving officers the tools and training they needed, job satisfaction ratings increased by 45%.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with DHS. All percentages presented here are representative of performance results.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with DHS. All percentages presented here are representative
of performance results.
Team
As Product Design and Development Lead, I combined strategic vision with hands-on execution. In my role I led in-depth research and design sprints to understand user needs and design innovative solutions. I also led collaboration with over 130 stakeholders across DHS to align on goals and ensure successful implementation.
My responsibilities also included leading iteration planning and development to release features rapidly. As team lead, I also mentored and guided four UX designers and four engineers.
Role and Team
As the Experience & Product Design Lead, I combined strategic vision with hands-on execution. In my role I led in-depth research and design sprints to understand user needs and design innovative solutions. I also led collaboration with over 130 stakeholders across DHS to align on goals and ensure
successful implementation.
My responsibilities also included leading iteration planning and development to release features rapidly. As team lead, I also mentored and guided UX designers and engineers across product teams. All work shown in this case study has been made by me to convey the work accomplished during this project.
Product Design
To strengthen security screenings and help officers conduct interviews with confidence,
we envisioned a digital tool that would:
• Give guidance early: Deliver security details to officers well before interviews.
• Offer smart suggestions: Provide tailored questions based on risk factors.
• Support follow-up: Make it easier to review complex cases after interviews.
By building a dedicated form in the Global system, we made it simpler for security teams to assess high-risk cases and give officers the clear, timely guidance they need. This means interviews are more thorough, screenings are more accurate, and everyone can feel more confident in the process.
With critical coordination needing across officers, we made a workflow to ensure timely communication.
To strengthen security screenings and help officers conduct interviews with confidence,
we envisioned a digital tool that would:
• Give guidance early: Deliver security details to officers well before interviews.
• Offer smart suggestions: Provide tailored questions based on risk factors.
• Support follow-up: Make it easier to review complex cases after interviews.
By building a dedicated form in the Global system, we made it simpler for security teams to assess high-risk cases and give officers the clear, timely guidance they need. This means interviews are more thorough, screenings are more accurate, and everyone can feel more confident in the process.
Priority 2: Strengthening Security Guidance
While working to improve security screenings, we discovered a major gap: officers interviewing high-risk applicants often didn’t get the guidance they needed in time. The old paper-based system was slow and left officers scrambling to prepare. Here’s what we found:
• Paper was the problem: Critical security details were stuck in piles of paperwork causing delays.
• Guidance came too late: Officers often received important information after it was useful.
• Training fell short: Many officers didn’t have the tools or training to confidently handle high-risk cases.
Priority 2: Strengthening Security Guidance
While working to improve security screenings, we discovered a major gap: officers interviewing high-risk applicants often didn’t get the guidance they needed in time. The old paper-based system was slow and left officers scrambling to prepare. Here’s what we found:
• Paper was the problem: Critical security details were stuck in piles of paperwork causing delays.
• Guidance came too late: Officers often received important information after it was useful.
• Training fell short: Many officers didn’t have the tools or training to confidently handle high-risk cases.
Research Insights
We spent time talking to officers, listening to their daily struggles, and learning where the system was falling short. Their insights shaped our vision for a better way to deliver security guidance—one that’s faster, clearer, and more helpful when it matters most.
Our research taught us the exacting nature of coordination needed
across officers.
We spent time talking to officers, listening to their daily struggles, and learning where the system was falling short. Their insights shaped our vision for a better way to deliver security guidance, one that’s faster, clearer, and more helpful when it matters most.
Priority 2: Strengthening Security Guidance
While working to improve security screenings, we discovered a major gap: officers interviewing high-risk applicants often didn’t get the guidance they needed in time. The old paper-based system was slow and left officers scrambling to prepare. Here’s what we found:
• Paper was the problem: Critical security details were stuck in piles of paperwork causing delays.
• Guidance came too late: Officers often received important information after it was useful.
• Training fell short: Many officers didn’t have the tools or training to confidently handle high-risk cases.
Priority 2:
Strengthening Security Guidance
While working to improve security screenings, we discovered a major gap: officers interviewing high-risk applicants often didn’t get the guidance they needed in time. The old paper-based system was slow and left officers scrambling to prepare. Here’s what we found:
Paper was the problem: Critical security details were stuck in piles of paperwork causing delays.
Guidance came too late: Officers often received important information after it was useful.
Training fell short: Many officers didn’t have the tools or training to confidently handle high-risk cases.
Other Projects
Defining Jobs to be Done gave us deeper customer journey insights that linked to service delivery and product features that teams were either pressed to ship or overlooking.
We spent time in eight different bank branches meeting face-to-face with customers using online banking services to conduct interviews with both employees and customers. Our aim was to understand the pushes or desired goals and the pulls or motivational drivers around demand generation. We also wanted to understand what hindered demand, or the anxieties and occurrences preventing satisfaction during the use of services.
We used a card deck focused on evaluating Jobs to de Done (JTBD) to dive deeper into the different jobs customers and employees wanted to accomplish. Using a detailed JTBD canvas to capture feedback also helped us map the surrounding context and scenarios that shaped the jobs.
Research revealed gaps in data-driven interactions that caused pain points or desires left unmet in the customer journey. There was also a strong desire for more personalized content and automated engagement during moments that were curated to specific customer needs.
Our research uncovered a few recurring frustrations for customers. They were unaware of how requests involving updates to account information were being processed due to ambiguous language within interfaces. Many customers were also unhappy with the lack of prompt customer support and unclear expectations of when issues would be resolved. Another big issue was an ambiguity of how fees changed when customers opted into additional online banking features.
When asked about improvements, one theme stood out: personalization and low-effort actions. Customers wanted services that felt tailored to their unique needs and goals, with insights that actually helped them make better financial decisions. They also wanted certain recurring actions to take place automatically without needing to be involved.
Workshops gave us the opportunity to collectively map journeys and address friction points.
After learning from our research, we organized workshops with teams from across the organization: Leadership, Design, Engineering, Banking, and Risk Management. These sessions were designed to spark honest conversations and teamwork, helping everyone explore what’s next for banking, reconnect with their purpose, and find new ways to innovate.
Service Blueprinting to Identify Challenges
Day 1 | Mapping the Journey Service Friction
• Welcome participants and set the stage for the workshop
• Present keynote on emerging trends and impacts on banking
• Conduct breakout sessions teams to identify challenges
• Share insights from breakout sessions in a plenary session
• Map service delivery along customer journey to identify pains
Day 2 | Diagnosing Identified Challenges
• Use a World Café format to brainstorm solutions for challenges
• Prioritize challenges and develop an action plan
• Apply design thinking to ideate innovative solutions
• Conclude with a review of key insights and next steps
Setting Goals and Prioritizing Actions
Day 1 | Aligning Our Objectives
• Welcome back participants and recap previous workshop
• Explore the organization's core purpose and values
• Reflect on and share out individual teams' purposes
• Align on new individual teams' and organizational goals
• Co-create a shared set of goals for service improvements
Day 2 | Roadmapping Cross-Functional Actions
• Define actions for individual teams to realize goals
• Prioritize based on impacts and strategic objectives
• Develop detailed action plans for individual teams
• Engage in team-building activities to foster camaraderie
• Recap key takeaways and commit to action
Defining Cross-functional Practices
Day 1 | Envisioning and Enabling the Future
• Welcome back participants and recap previous workshop
• Explore industry trends and their impact
• Breakout sessions to identify team-specific capabilities
• Share insights and identify common themes
• Create a unified vision for the future of Capital One
Defining Cross-functional Practices
Day 1 | Envisioning and Enabling the Future
• Welcome back participants and recap previous workshop
• Explore industry trends and their impact
• Breakout sessions to identify team-specific capabilities
• Share insights and identify common themes
• Create a unified vision for the future of Capital One
Day 2 | Defining Practices for improved Service Delivery
• Brainstorm innovative solutions and explore emerging technologies
• Form cross-functional teams to develop solutions
• Prioritize initiatives and develop an action plan
• Create detailed action plans with timelines and responsibilities
Day 2 | Defining Practices for Improved Service Delivery
• Brainstorm innovative solutions and explore emerging technologies
• Explore cross-functional principles to set a shared language
• Define practices by function that align and empower collaboration
• Outline leadership objectives to support service improvements
Navigating the Future of Banking
Day 1 | Understanding the Landscape
• Welcome participants and set the stage for the workshop
• Present keynote on emerging trends and impacts on banking
• Conduct breakout sessions teams to identify challenges
• Share insights from breakout sessions in a plenary session
• Map customer journey to identify pains and opportunities
Day 2 | Understanding the Landscape
• Use a World Café format to brainstorm solutions for challenges
• Prioritize challenges and develop an action plan
• Apply design thinking to ideate innovative solutions
• Conclude with a review of key insights and next steps
Service Blueprinting to Identify Challenges
Day 1 | Mapping the Journey and Service Friction
• Welcome participants and set the stage for the workshop
• Present keynote on emerging trends and impacts on banking
• Conduct breakout sessions teams to identify challenges
• Share insights from breakout sessions in a plenary session
• Map customer journey to identify pains and opportunities
Day 2 | Diagnosing Identified Challenges
• Use a World Café format to brainstorm solutions for challenges
• Prioritize challenges and develop an action plan
• Apply design thinking to ideate innovative solutions
• Conclude with a review of key insights and next steps
Igniting Purpose and Driving Impact
Day 1 | Understanding Our Purpose
• Welcome back participants and recap previous workshop
• Explore the organization's core purpose and values
• Reflect on personal and professional purpose
• Discuss how individual and organizational purpose
• Co-create a shared vision for the future
Day 2 | Setting Goals and Prioritizing Actions
• Set goals aligned with the organization's purpose and vision
• Prioritize based on impacts and strategic objectives
• Develop detailed action plans
• Engage in team-building activities to foster camaraderie
• Recap key takeaways and commit to action
Setting Goals and Prioritizing Actions
Day 1 | Aligning Our Objectives
• Welcome back participants and recap previous workshop
• Explore the organization's core purpose and values
• Reflect on personal and professional purpose
• Discuss how individual and organizational purpose
• Co-create a shared vision for the future
Day 2 | Roadmapping Cross-functional Actions
• Set goals aligned with the organization's purpose and vision
• Prioritize based on impacts and strategic objectives
• Develop detailed action plans
• Engage in team-building activities to foster camaraderie
• Recap key takeaways and commit to action
Team
As Service Design Lead, I spearheaded field research, conducted interviews, and facilitated workshops to gain deep insights into user needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
Our team included two Service Designers who supported research synthesis and workshop facilitation. A dedicated Client Coordinator managed project administration and coordination with Capital One.
Role and Team
As Service Design Lead, I spearheaded field research, led interviews, and led the facilitation of workshops to gain deep insights into customer and employee needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
My team included a Service Designer, UX Designer, and Product Manager. A dedicated Client Coordinator managed project administration and coordination with Capital One. All work shown in this case study has been made by me to convey the work accomplished during this project.
Results
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Our efforts led to a detailed technology roadmap that outlined actionable priorities.
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with Capital One. All percentages presented here are representative of performance results.
Navigating the Future of Banking
Day 1 | Understanding the Landscape
• Welcome participants and set the stage for the workshop
• Present keynote on emerging trends and impacts on banking
• Conduct breakout sessions teams to identify challenges
• Share insights from breakout sessions in a plenary session
• Map customer journey to identify pains and opportunities
Day 2 | Understanding the Landscape
• Use a World Café format to brainstorm solutions for challenges
• Prioritize challenges and develop an action plan
• Apply design thinking to ideate innovative solutions
• Conclude with a review of key insights and next steps
Navigating the Future of Banking
Day 1 | Understanding the Landscape
• Welcome participants and set the stage
• Present keynote on emerging trends in banking
• Conduct breakout sessions to identify challenges
• Share insights from breakout sessions as a group
• Map customer journeys
Day 2 | Understanding the Landscape
• Use a World Café format to brainstorm solutions
• Prioritize challenges and develop an action plan
• Apply design thinking to ideate on innovations
• Review key insights and next steps
Innovating for the Future
Day 1 | Understanding the Present and Future
• Welcome back participants and recap previous workshop
• Explore industry trends and their impact
• Breakout sessions to identify team-specific capabilities
• Share insights and identify common themes
• Create a unified vision for the future of Capital One
Day 2 | Ideation and Action Planning
• Brainstorm innovative solutions and explore emerging technologies
• Form cross-functional teams to develop solutions
• Prioritize initiatives and develop an action plan
• Create detailed action plans with timelines and responsibilities
Igniting Purpose and Driving Impact
Day 1 | Understanding Our Purpose
• Welcome back participants and recap
• Explore the organization's core purpose
• Reflect on personal and professional purpose
• Discuss individual and organizational purposes
• Co-create a shared vision for the future
Day 2 | Setting Goals and Prioritizing Actions
• Set goals aligned with the organization's purpose
• Prioritize based on strategic objectives
• Develop detailed action plans
• Engage in team-building activities
• Recap key takeaways and commit to action
Innovating for the Future
Day 1 | Understanding the Present and Future
• Welcome back participants and recap previous workshop
• Explore industry trends and their impact
• Breakout sessions to identify team-specific capabilities
• Share insights and identify common themes
• Create a unified vision for the future of Capital One
Day 2 | Ideation and Action Planning
• Brainstorm innovative solutions and explore emerging technologies
• Form cross-functional teams to develop solutions
• Prioritize initiatives and develop an action plan
• Create detailed action plans with timelines and responsibilities
Innovating for the Future
Day 1 | Understanding the Present and Future
• Welcome back participants and recap
• Explore industry trends and their impact
• Breakout sessions to identify team capabilities
• Share insights and identify common themes
• Create a unified vision for future of Capital One
Day 2 | Ideation and Action Planning
• Brainstorm solutions with emerging technology
• Form cross-functional teams to shape solutions
• Prioritize initiatives and develop an action plan
• Create detailed action plans and timelines
Results
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Our efforts led to a detailed technology roadmap that outlined actionable priorities.
Enhanced Cross-Functional Collaboration
Increased collaboration and alignment between leadership, product teams, bankers, and risk management, resulting in a 20% reduction in time-to-market for new products and services.
Developed a Clear Future Vision
Established a shared vision and strategic roadmap, leading to a 30% increase in employee engagement and a 25% increase in executive sponsorship for digital transformation initiatives.
Accelerated Digital Transformation
Enabling a successful transition of applications to a microservices architecture, resulting in a 20% increase in system reliability and a 15% reduction in maintenance costs.
Empowered Teams
Implemented new processes and tools to empower teams, leading to a 10% increase in employee productivity and a 5% reduction in employee turnover.
Please note: Data for this internal initiative isn't publicly disclosed. Specific percentages were measured by our team in collaboration with Capital One. All percentages presented here are representative of performance results.
Team
As Service Design Lead, I spearheaded field research, conducted interviews, and facilitated workshops to gain deep insights into user needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
Our team included two Service Designers who supported research synthesis and workshop facilitation. A dedicated Client Coordinator managed project administration and coordination with Capital One.
Role and Team
As Service Design Lead, I spearheaded field research, led interviews, and led the facilitation of workshops to gain deep insights into customer and employee needs. I also provided product design and development expertise, guiding client teams towards innovative solutions.
My team included a Service Designer, UX Designer, and Product Manager. A dedicated Client Coordinator managed project administration and coordination with Capital One. All work shown in this case study has been made by me to convey the work accomplished during this project.