Problem: Introducing an all-in-one operations (OPS) dashboard that enables high-level financial transaction management, research, and troubleshooting. The dashboard determines the necessary actions to be taken on payments, initiates those actions, and acts as a system of record for the payments. This platform will replace several existing platforms that require support teams, many of which have reached the end of their lifecycle and require decommissioning. As all digital payments will eventually flow through the platform, we will provide visibility and user actions for payments and clearing house networks.

Solution: I have designed a search panel that allows easy access to detailed information about files, batches, and transactions. Additionally, I have created widgets that provide a comprehensive financial overview across 12 different payment rails. I am currently assisting in standardizing user experience features for Product partners using the Shield library and other U.S. Bank applications.

Problem: The bank sets an initial limit on all accounts and products, which is approved by the committee. These limits are defined based on rules and not on risk. They restricted the amount and duration of transactions that users can carry out. There was no way to target an individual customer and set the limit on the go for the users (Branch level Mangers, Product Managers, Risk Managers CLM PM), 

Solution: I built the UI for users with appropriate entitlement access to configure, view, and edit product level limits rules. 

Problem: Night Drop services allow Business customers to bank safely after hours. However, our paper-based process has issues, with a loophole allowing incorrect marking of deposits, and requirements not being met. Currently, 5.3 million deposits, worth $19.6 billion, including $5 billion in cash, are processed yearly, with unknown amounts in the Night Drop, creating risks for the bank. We needed to improve the process to ensure deposit safety and security.

Solution: I helped the product owner transition the Night Drop Log process from paper to digital. Unfortunately, no KPI or quantitative research was available. However, our research partners assisted me in making design decisions based on qualitative research and feedback. The new user interface allows bankers to enforce dual control processes, reassign individual items, and receive customer acknowledgments. This new design ensures accuracy and mitigates financial and reputation risks to the bank. We eliminated the need to print and store paper logs in binders. The digital process saved more than 600,000 printed pages annually and improved research capabilities for the auditor. Now, bankers can easily count and reassign bags/items on the digital platform, reducing errors. All activities/data related to the Night Drop Log will be saved under the Night Drop Journal section for six months for audit purposes.

Problem: The original Electronic Journal Search feature was slow and cumbersome, taking a considerable amount of time to produce search results. The search panel was arranged vertically, and users had to scroll extensively while selecting search criteria. Additionally, users were not adequately informed to enter a minimum of two search criteria, which led to unnecessary calls to the server. As a result, search results often failed and took too long for back-office staff to perform a search.

Solution: I teamed up with the product owner, developers, and research partners to reorganize the search fields based on the data. To improve the layout, I switched the search panel from a vertical to a horizontal position, added a filter for specific criteria, and included a show/hide button to display more search results. This redesign minimized extensive vertical scrolling for the search panel and results. Usability testing resulted in positive feedback for the new layout. Finally, the new design reduced the amount of queries to the server and returned search results 80% faster

Problem: Branch managers faced difficulties in remembering to perform the Cashbox audits and completing them in the separate email (Leap system). There were several instances of recounting due to not completing the Leap form on time. The requirement of vet signature pen paper in a binder consumed the most time after the counting. Counting large sums of bills was time-consuming, considering the per-counted amounts were not tamper-proof. Furthermore, the digital option was unavailable.

Solution: To address these issues, I collaborated with the product owners from Operational Shared Services, process/delivery, and compliance partners. Together, we gathered requirements to transform the manual Cashbox audit process into a digital one. I worked with a researcher to conduct user interviews and multiple discovery sessions. We implemented the Cashbox audit user flow, including audit type selections, reasons, and dual authentication to eliminate the need for wet signature. I also worked with development partners to store audit reporting for at least two years for audit purposes.

Description here

As part of the daily cashbox balancing procedure, tellers were required to complete an ATM Cashbox balance paper sheet by manually calculating the correct amount. This process was time-consuming and prone to errors. I automated and improved the ATM cash audit process by digitizing data storage and providing end-to-end user experience.

Lead user experience improvement process on Auto Assistant 1.0 (Case Management and Firewall monitoring application), Thermite OPT-Challenge, Case Escalation, Online Customer Experience, and DEPM Communication projects. Worked closely with Digital Experience Product Manager to improve online interaction, design, and usability for internal and external customers.

• Built User-Centered High and Low fidelity user flows in Figma to simplified complex business requirements to reach data driven user centered decisions.

• Took systematic approach to deliver business-backed design and leading data driven outcomes.

• Built Ul layout/wireframe, following new BLOX design library.

• Recommended the best possible user experience for our customers, based on research, enterprise profiles, task models, and industry best practices.

• Forged a positive relationship with the product and engineering team to ensure the shipping implementation matches the intended design.

• Participated in the collective design decisions made by the team product team.

• Managed and delivered modeling and testing experiences to ensure the team can understand how customers responded to designs (task-model session, usability testing, etc.).

• Maintained consistency in deliverables, documentation, and design by being aware of slated projects, understanding and advocating best UX practice, and created baseline templates for efficiency.

Lead user experience improvement process for Bio Authentication (Voice enrollment) project.

Executed sprints to define, test, and implement design requirements. Defined the end-to-end user experience (runway, inclusive user flow, and broad experience design patterns). Implemented Scrum team user stories related to design in partnership with the Value Stream Design Team.

• Simplified complex business requirements and a large chunk of data fields to improve application flow.

• Participates in the collective design decisions made by the team.

• Built Ul layout/wireframe, following Wells Fargo Brand Central, Web Content Accessibility

Guidelines (WCAG) 2.0.

• Built prototypes to test concepts utilizing multiple technology platforms (M2, Native iOS, Android) and trends that impact users. Focused on creating engaging interfaces with intuitive behaviors that aligned with user's mental models, ensuring a simple and effective end-to-end user flow that minimized cognitive load while performing multiple tasks (Authenticate, Capture Voiceprint, Enroll, and Enable)

• Recommended the best possible user experience for Wells Fargo customers, based on research, enterprise profiles, task models, and industry best practices.

• Communicated to business partners XD design standards, XD processes, interaction best practices, content strategy, technical considerations, and the customer experience strategy to BigAuth scrum.

• Created new experiences to reflect evolving customer expectations and design capabilities.

• Applied digital experience principles, the XD global strategy, and WFVC's vision (incorporating them into every design).

• Managed and delivered modeling and testing experiences to ensure the team can understand how customers respond to designs (task-model session, usability testing, etc.).

• Maintained consistency in deliverables, documentation, and design by being aware of other XD projects, understanding and advocating XD standards, and using baseline templates.

• Reviewed deliverables/artifacts from XD team.

Lead Authentication capabilities project to replace the authentication methods used for password reset with alternate authentication based on the strongest authentication method (lead with SSN and DOB, instead of the Account number).

Executed sprints to define, test, and implement design requirements to solve design challenges, based on research, account profiles, customer feedback, and data to improve user experience.

• Review SAS documentation for a better understanding of system architecture and recommend design changes accordingly.

• Implement and structure XD user stories in partnership with the scrum team (PM, PO, Scrum | master, BA, DEV)

• Define the end-to-end user experience (runway, inclusive user flow, and broad experience design patterns).

• Create an interactive laVision prototype (e.g. valid/invalid SSN or DOB, PIN screen, errors) use case for the Password Reset flow for proper context settings/resonal with Product and Legal (LCC) partners.

• Create interaction for Access Code Landing pages (MVP2), following Wells Fargo Brand Central

(BIM), Web Content Accessibility Guidelines (WCAG)

• Performed user testing and collect feedback to improve current user experience and design capabilities.

• Identified external dependencies across multiple teams and collaborate to solve design problems.

• Maintained consistency in deliverables, documentation, and design by being aware of multiple scrums, understanding and advocating better user experience by following the Master Digital Design kit(DSM).

• Lead XD team (Visual Designer, Interaction Designer, Content Strategist) to deliver XD deliverable for current and future sprints with efficiency and poise.

This project aimed to introduce the MVP (minimum viable product) to specific segments in its digital rollout phase 1. Wells Fargo encouraged its customers to share the responsibility for security across the enterprise, including consumer, small business, wealth, and commercial segments. As part of this effort, I helped create a dynamic and interactive tool within the Digital Channel (WFO and WF Mobile) that assists Wells Fargo customers in understanding their current level of security. The tool also recommends steps that can be taken to protect their accounts and demonstrates to customers how Wells Fargo is helping them after the Equifax data breach.