Product & Service Strategy
Business Banking Experience
Simplifying the banking experience for business customers
A service and product design engagement focused on reducing friction in business-banking experiences and making key tasks easier to understand and complete.
Selected project evidence
The work behind the outcome.
Research, journeys, prototypes and delivered outputs selected to show how the project moved from evidence to decision and delivery.
An original project image showing collaborative discovery used to understand customer needs, organisational constraints and the legacy complexity shaping the banking experience.
Original low-fidelity sketches used to make product ideas tangible and test structure before moving into detailed design.
The original persona artefact helped keep the future banking platform grounded in customer goals, behaviours, decision-making and expectations.
A tighter crop showing only the interface screens from the illustrative digital direction, without the surrounding explanatory background. This remains an illustrative reconstruction until original final-interface material is available.
The opportunity
A service and product design engagement focused on reducing friction in business-banking experiences and making key tasks easier to understand and complete.
My contribution
I led research, journey framing, concept development and experience design, connecting online product interactions with the broader service experience behind them.
Context and challenge
Business banking customers often need to complete important tasks under time pressure while navigating complex products, specialist terminology and fragmented service pathways. The result can be a confusing experience even when each individual screen or process appears reasonable in isolation.
The opportunity was to simplify those experiences around real customer goals rather than internal product structures.
My role
- Led customer and stakeholder discovery.
- Mapped priority business-banking journeys and pain points.
- Designed future-state concepts across service flow, content and digital interaction.
- Prototyped and tested changes to reduce friction and improve clarity.
- Worked with business and delivery teams to align the recommended direction.
Strategic and service design response
Simplify around the customer goal
The experience was reorganised around what the customer was trying to achieve, not around internal channel or product silos.
Connect product and service layers
Digital experience improvements were considered alongside service content, support pathways and operational dependencies, so the work improved the overall experience rather than only the interface.
Make complex decisions easier
The design focused on clearer pathways, better guidance and a more digestible way of presenting information so customers could move forward with greater confidence.
Outcome and impact
- Clearer business-banking journeys.
- Reduced friction in key online experiences.
- Improved alignment between product experience and service support.
- A stronger basis for ongoing product and service improvement.
Why it matters
Complex service environments often need both product design and service design. This case shows how those disciplines work best together.