Behind every button there’s a reason.

Why shop owners stopped using Makro's card payment service, and what to change before choosing a new provider.

Makro had to renew the provider of its electronic payment service, and usage had been falling. We interviewed owners of restaurants and corner shops with three profiles: they didn't have the service, they had it and didn't use it, or they used it. We did the interviews in the store aisles, walking with them while they shopped, and in their own businesses. They knew how to use the terminal; what put them off was not seeing their money in real time and not being able to use the terminal freely. Conclusion: the product couldn't be pushed without improving the service. With a benchmark of payment methods and internal interviews we defined the ideal solution and an MVP.

In the new app, receipts could only be downloaded by opening each transaction. We brought them to the transactions list, where people were looking for them.

Users looked for the receipt in the transactions list, couldn't find it and ended up complaining or calling. I brought the same download that existed inside each transaction to the list, with a "more options" menu, and defined the receipt template for the web channel. The design was ready to be built.

Cheques, cards, investments and accounts said the same thing in different ways: "Processing", "In process", "In progress". We unified the status names across every product.

In a remote workshop across teams we grouped the starting, in-progress and final statuses, and merged the ones that meant the same thing. The first iteration, a quick change, cut them by 20 %. The second aimed to have 80 statuses in total.

The design of the facial recognition login for ICBC's app, with FacePhi's technology, when the app didn't have biometric login yet.

We created personas and a customer journey of the login to find where people got stuck, designed the final mockups and tested them with users.

A service map of the referral programme for payroll accounts (the account your salary is paid into): from the moment a colleague from work invites you until your first salary is paid into BBVA and you both get the reward in miles from the travel programme.

The programme cut across many channels: the invitation email, a landing page, the branch, the account manager, the notice to the employer, signing the contract and the reward in "kilómetros", the travel programme's miles. I built the map with the design team, looking at the programme as an end-to-end service: before, during and after referring. I mapped each stage with its actions, touchpoints, evidence and pain points. Some pain points: branches that didn't know about the campaign, people without enough information to evaluate the offer, customers who already had an account and didn't want to open another, and rewards that took a long time to be credited, with no notice. From there I proposed 4 principles (inform to decide, simplify to build trust, support every step and give tools to start banking) and opportunities such as personalising the offer, choosing where to do the paperwork, a communication plan before onboarding and crediting the reward faster.

We redesigned the Business Model Canvas of the super app's laundry vertical to attract more customers, separating businesses and individuals.

Instead of a single model, we redefined the value proposition, the channels and the customer relationship for businesses and for individuals, focusing on what each one valued. In working sessions with Jeff's team we built the canvas for businesses: key partners, activities, resources, segments, channels, customer relationships, costs and revenue, and the variables of each agreement, such as payment terms, delivery frequency and benefits for them or their customers.