Chase Online Banking

Website Redesign

/// Home Lending Refresh

Chase had established itself as the biggest home lending servicer. The business owner identified opportunities for additional growth by improving the current experience:

The Process

Problem: How to move the needle and improve the home lending experience while under the constraints of a small budget with requisite tight timeline and limited resources?

Goal: The primary objective — surfacing home lending product and service benefits to drive conversions for existing and new customers.

Approach: The business had pinpointed areas for improvement. With these requirements the UX lead set out to prioritize content by restructuring the IA. I focused on communicating UI function through key design principles and aesthetics.

Duration:  2 Months
Context:  Web
Role:  UI & Visual Design

03 Measure & Iterate

Shipping the product marks the phase for measuring performance. Through iterative work, opportunities for improving product performance and usability can be identified.

The Design

Challenges: Budget constraints, and other factors influenced how the project needed to be approached — no planned research or testing, unaccounted for activities in the initial scope and an organization with a maturing design culture.

Team: A small design/development unit was assembled to deliver a solution:

  • Design Lead: PM, UX and IA.
  • Lead UI Designer: Interaction and visual design.
  • Engineers: Backend and Frontend

UXD: With only past performance metrics to lean on, the project lead and I brought our collective experience to deliver work that met the business and user needs. Critical to this effort — understanding that the design experience needed to serve the user beyond the screen and continue with customer representatives.

Contribution: While the project lead translated requirements into the IA and managed the stakeholder relationship, I focused on rendering the UI through multiple responsibilities and deliverables:

  • Contributing UI and interaction design with requisite user-centric perspective.
  • Applying aesthetics to effectively communicate function.
  • Rendering high fidelity Photoshop mockups.
  • Executing a design addendum for inclusion within the existing style guide.
  • Socializing design work with engineers and UXD team members.
  • Managing asset hand-off to development.

Iterations:

  • 3 design reviews to get feedback on direction / solution.
  • 2 stakeholder reviews to get buy-in.

Something I’ve learned — starting with the end in mind serves the product vision by acting like a guiding flag for desired outcomes. 

But to get there, an intentional process is required for ideas that can flourish in the market place. The quotes below highlight this notion:

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/// Online Banking ReDesign

Chase’s banking footprint had grown. To meet the digital vision and seize new opportunities, the business needed a new CMS platform for publishing content and serving the growing customer base.

The Challenge

Problem: How to meet business objectives to surface the full breadth of products and the ways Chase enables money management for a growing audience.

Goal: To achieve target metrics and replace the legacy system — a new CMS platform along with a redesign of the existing web banking experience was required.

Approach: The effort targeted prospects and existing customers and would need to establish:

  • A faster CMS platform for designing, launching and measuring new content.
  • A new information architecture to tout the breadth of products and services available:
    • By phone.
    • Through branches and ATMs.
    • And online and mobile.
  • A redesigned, simpler and more user-friendly UI for facilitating content consumption and task completion.
Duration:  8 Months
Context:  Web
Role:  UI, IxD and VxD

03 Measure & Iterate

Shipping the product marks the phase for measuring performance. Through iterative work, opportunities for improving product performance and usability can be identified.

The Project

Constraints/Challenges: A small but nimble design team was assembled to undertake the effort, but getting up to speed required establishing a workflow built around project complexities:

  • A rotating cast of team members distributed across different time zones.
  • Constraints on people resources due to simultaneous projects.
  • An inherited visual design system as the starting point.

My Contribution: Having inherited the initial visual design direction, I used this as a starting point to design a modular UI system. My role encompassed the following activities:

  • Working closely with the Product Design Manager as lead UI and visual designer.
  • Co-managing a team of junior and senior designers and 3 offshore resources.
  • Contributing to “visual style sheets” to serve as a standard for the library of UI patterns.
  • Collaborating with Digital Content Management Team to define CMS templates and UI components for publishing redesign content.
  • Partnering with engineers/developers and QA to ensure style and usability compliant content.

Design Team: The core team brought interdisciplinary skills to the effort to maximize the user experience:

  • Product Design Manager/Delivery Lead — contributed information architecture and managed interdisciplinary effort by defining and shaping product collaboration between:
    • The Digital Marketing Manager.
    • Including designers and engineers/developers.
  • Creative/Design Systems Director — lead the creative effort and directed the UI/experience designers.
  • UI/Experience Designers — contributed with UI, visual design and experience design.
  • Copy/Content Strategists — developed textual content for the full range of products and services and worked with designers when content gaps needed to be filled.
  • Digital Content Manager (CMS) — collaborated with designers to establish:
    • New CMS platform.
    • UI system components.
    • Visual design QA.
  • Engineers and Developers Worked with designers to ensure component styling and template structure fidelity.

UX Activities: 

  • The product design manager spearheaded the design effort. His IA and UX experience set the foundation for the effort and established a customer-centric starting point informed by data.
  • Senior designers brought interaction and usability design knowledge with the requisite HCD mindset.
  • Usability engineers conducted tests to validate key pages critical to the project goals.
  • Accessibility engineers provided ADA guidance to developers and designers to establish UI compliance.

Reviews and Iterations: Depending on the nature of the work,  both formal and ad hoc design reviews were held with the stakeholder and core team members.

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Chase had established itself as the biggest home lending servicer. The business owner identified opportunities for additional growth by improving the current experience:

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Chase Home Lending

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