Image: Corporate Homepage
In June 2020, Try Consultoria was tasked with designing a digital bank for Latin America, covering seven countries within six months. We conducted extensive regional research and designed 14 financial products for three target audiences.
The challenge was to quickly assemble a team. We started with 10 members and needed to fill 10 additional positions, including squad leaders, within just 15 days.
Superdigital, a digital account under the Santander group, began as Conta Super in 2012, focusing on payroll payments. Acquired by Santander in 2016 and rebranded, Superdigital aimed to be Santander’s platform for financial inclusion across Latin America. By June 2020, the platform was live in Brazil and Chile and extended to seven countries.
The project's goal was to translate the brand's value proposition into actionable, regionally relevant products and services. We aimed to create a financial platform that improves financial well-being, serving semi- and non-banked populations and addressing the digital divide.
Our focus was on unbanked individuals, the semi-banked, and Classes C and D, who are underserved by both traditional banks and new digital solutions.
Image: Payment Flow and Processing
The initial focus was delivering a new platform with products and services that materialize the new value proposition. The first phase was part of an evolving development roadmap, focusing on implementing new services based on continuous insights from market, competitors, users, and business needs.
The Deliverables:
Service and product design
Product roadmap
Platform prototype
Benefits and partnership design
The project involved professionals in research, UX, interface design, and technology.
The project was divides into 3 initial stages and a continuity plan:
Phase 1 - Immersion and Setup - Deepening the project and providing additional information. Also, preparing the team for processes and tools to accelerate materialization and delivery.
Phase 2 - Strategic Definitions - Defining the product strategy and detailed project planning.
Phase 3 - Materialization - Focused on building the products with a team structured into 4 squads oriented towards product development (experience). Concurrently, a support team ensured the design system's feedback and reviewed high-fidelity flow QAs.
Phase 4 - Continuity - The team shifted focus to product evolution.
Fourteen products developed for individual entrepreneurs, businesses, and individuals across 7 Latin American countries: Brazil, Chile, Mexico, Peru, Colombia, Uruguay, and Argentina.
Despite the small team (13 members, including visual and product designers, Portuguese and Spanish writers), we continue the project for iteration, improvements, and adjustments with developers and POs since January 2021 until Dece,ber 2022.
I lead the Try team, focusing on:
Team Leadership: training, aligning processes, understanding roles, onboarding new members, and sharing responsibilities.
Partnership Management: overseeing the collaboration with SuperDigital and customer service management.
Project Management: ensuring deadlines are met, overseeing delivery responsibilities, and building a long-term product roadmap in collaboration with business, UX, and tech teams.
UX Planning: organizing demands based on the business roadmap, setting clear sprint deliveries, and positioning UX as a strategic partner to business areas.
Leadership Alignment: facilitating essential communication between leadership for successful project outcomes.
Creating UX Culture: developing flexible, creative processes with designers, enhancing seniority and decision-making power within the UX team, and acting as a bridge between UX and other areas (business, development, marketing).
Process Reorganization: exploring country-specific plans, such as assigning one designer per country and pairing UX specialists with product design.
Product Consistency: maintaining a macro vision, avoiding micromanagement, and providing weekly updates on sprints and product development.
Team Orchestration: identifying and addressing issues, ensuring adherence to rules, and maintaining organization in tools like Figma.
Process and Standards Development: establishing UX team processes, including Figma standards, design systems, and sprint rituals.
Ritual Definition: conducting daily updates to keep the team informed and weekly critiques to review and address potential issues.