De-risking a 215k+ User Migration for 3 Digital Banks
Role
UX Designer - Researcher
Scope
Led the end-to-end usability testing of the bonus tracker and the final design and delivery of the tracker across 5 products (including all edge cases), for 3 brands, for iOS and Android
Outcome
Designed a validated self-service bonus interest tracker to reduce call centre dependency. Clarified eligibility across all products and edge cases. Reframed remaining confusion as product complexity, handing the business a strategic decision alongside a design solution.
The Challenge
The call centre was overwhelmed by customers calling to ask about their bonus interest, whether they qualified, why they hadn't been paid, and what they needed to do differently. Each call required individual handling, drained call centre capacity, and drove down App Store ratings across all three brands.
I Pushed for
Transparency over hand-holding and product simplification. I advocated for giving customers the visibility to track their own progress. The hypothesis was that if people could see where they stood — eligibility, timeline, and criteria — they wouldn't need to call. I led end-to-end usability testing and synthesis across 3 brands to validate this before committing to a direction.
Client
Virgin Money | ME Bank | Bank of Queensland
Stakeholders
Service Design Lead | Development Lead | Product Team
/ Context
5
Complex Products, 3 Brands, 2 Platforms
10
%
Of Call Centre Volume Came From Bonus Interest Queries
30
%
Of These Complaints Were from Virgin Money
70
%
Of These Complaints Were from MyBOQ App
How might we replace outdated systems with a modern platform that scales across brands and feels seamless for every customer — new or legacy?
These insights dismantled the mobile-first parity assumption entirely. The strategy shifted to context-driven platform design. Each platform scoped for how users actually behaved, not what the team assumed they needed.
/ Design
The MVP feature set was shaped directly by research findings. Here's how ME Bank Internet Banking launched.
Hover over the arrows to explore key improvements.
Before
After
/ What Changed
Self-service reduced call dependency (validated in usability testing)
Eligibility clarity reduced confusion across 3 brands - 5 products
Design handed over with defined success metrics and stakeholder sign-off
If confusion persisted post-launch, the next lever was product simplification, not more design.
/ Reflection
The hardest problem here wasn't the interface, it was the product logic underneath it. Aligning compliance, dev, product, and branding around a solution required documentation, clear communication, and the ability to hold steady under competing priorities, especially when internal stakeholders didn't fully agree on how the product worked. The result was two outcomes delivered from one piece of work: a design solution for what could be solved, and evidence handed to the business for what couldn't. Knowing the difference, and being able to articulate it to stakeholders, is what made this more than a design project.
De-risking a 215k+ User Migration for 3 Digital Banks
Role
UX Designer - Researcher
Scope
Led the end-to-end usability testing of the bonus tracker and the final design and delivery of the tracker across 5 products (including all edge cases), for 3 brands, for iOS and Android
Outcome
Designed a validated self-service bonus interest tracker to reduce call centre dependency. Clarified eligibility across all products and edge cases. Reframed remaining confusion as product complexity, handing the business a strategic decision alongside a design solution.
The Challenge
The call centre was overwhelmed by customers calling to ask about their bonus interest, whether they qualified, why they hadn't been paid, and what they needed to do differently. Each call required individual handling, drained call centre capacity, and drove down App Store ratings across all three brands.
I Pushed for
Transparency over hand-holding and product simplification. I advocated for giving customers the visibility to track their own progress. The hypothesis was that if people could see where they stood — eligibility, timeline, and criteria — they wouldn't need to call. I led end-to-end usability testing and synthesis across 3 brands to validate this before committing to a direction.
Client
Virgin Money | ME Bank | Bank of Queensland
Stakeholders
Service Design Lead | Development Lead | Product Team
/ Context
5
Complex Products, 3 Brands, 2 Platforms
10
%
Of Call Centre Volume Came From Bonus Interest Queries
30
%
Of These Complaints Were from Virgin Money
70
%
Of These Complaints Were from MyBOQ App
How might we replace outdated systems with a modern platform that scales across brands and feels seamless for every customer — new or legacy?
These insights dismantled the mobile-first parity assumption entirely. The strategy shifted to context-driven platform design. Each platform scoped for how users actually behaved, not what the team assumed they needed.
/ Design
The MVP feature set was shaped directly by research findings. Here's how ME Bank Internet Banking launched.
Hover over the arrows to explore key improvements.
Before
After
/ What Changed
Self-service reduced call dependency (validated in usability testing)
Eligibility clarity reduced confusion across 3 brands - 5 products
Design handed over with defined success metrics and stakeholder sign-off
If confusion persisted post-launch, the next lever was product simplification, not more design.
/ Reflection
The hardest problem here wasn't the interface, it was the product logic underneath it. Aligning compliance, dev, product, and branding around a solution required documentation, clear communication, and the ability to hold steady under competing priorities, especially when internal stakeholders didn't fully agree on how the product worked. The result was two outcomes delivered from one piece of work: a design solution for what could be solved, and evidence handed to the business for what couldn't. Knowing the difference, and being able to articulate it to stakeholders, is what made this more than a design project.
De-risking a 215k+ User Migration for 3 Digital Banks
Role
UX Designer - Researcher
Scope
Led the end-to-end usability testing of the bonus tracker and the final design and delivery of the tracker across 5 products (including all edge cases), for 3 brands, for iOS and Android
Outcome
Designed a validated self-service bonus interest tracker to reduce call centre dependency. Clarified eligibility across all products and edge cases. Reframed remaining confusion as product complexity, handing the business a strategic decision alongside a design solution.
The Challenge
The call centre was overwhelmed by customers calling to ask about their bonus interest, whether they qualified, why they hadn't been paid, and what they needed to do differently. Each call required individual handling, drained call centre capacity, and drove down App Store ratings across all three brands.
I Pushed for
Transparency over hand-holding and product simplification. I advocated for giving customers the visibility to track their own progress. The hypothesis was that if people could see where they stood — eligibility, timeline, and criteria — they wouldn't need to call. I led end-to-end usability testing and synthesis across 3 brands to validate this before committing to a direction.
Client
Virgin Money | ME Bank | Bank of Queensland
Stakeholders
Service Design Lead | Development Lead | Product Team
/ Context
5
Complex Products, 3 Brands, 2 Platforms
10
%
Of Call Centre Volume Came From Bonus Interest Queries
30
%
Of These Complaints Were from Virgin Money
70
%
Of These Complaints Were from MyBOQ App
How might we replace outdated systems with a modern platform that scales across brands and feels seamless for every customer — new or legacy?
These insights dismantled the mobile-first parity assumption entirely. The strategy shifted to context-driven platform design. Each platform scoped for how users actually behaved, not what the team assumed they needed.
/ Design
The MVP feature set was shaped directly by research findings. Here's how ME Bank Internet Banking launched.
Hover over the arrows to explore key improvements.
Before
After
/ What Changed
Self-service reduced call dependency (validated in usability testing)
Eligibility clarity reduced confusion across 3 brands - 5 products
Design handed over with defined success metrics and stakeholder sign-off
If confusion persisted post-launch, the next lever was product simplification, not more design.
/ Reflection
The hardest problem here wasn't the interface, it was the product logic underneath it. Aligning compliance, dev, product, and branding around a solution required documentation, clear communication, and the ability to hold steady under competing priorities, especially when internal stakeholders didn't fully agree on how the product worked. The result was two outcomes delivered from one piece of work: a design solution for what could be solved, and evidence handed to the business for what couldn't. Knowing the difference, and being able to articulate it to stakeholders, is what made this more than a design project.