Today, college students in Latin America manage their finances mostly in cash. There are a number of factors that limit the use of electronic payments, that include access to financial services, technical capabilities of sellers and socio-cultural practices that are not well supported by existing electronic payment implementations. A collaboration between several entities, including a top ranked university, financial companies, payment institutions, student organizations and sellers of different types, this project seeks to enable the transition from paper to electronic transactions for college students. This is a multi-faceted problem, that required a design process that aligned strategies of all actors to enable the orchestration of a cohesive experience.
Design Director—Defined design frameworks | Team management | Design reviews | Workshop moderation
Research Ethnographic style research that involved students, their families, sellers and college officials.
Design Based on research findings, the design team created a proposed journey for payments, that was sliced in different experience components. Components included student-focused payments savings accounts, peer-to-peer payment platforms, seller terminals, financial literacy training for students, financial risk models, parent-student financial tools, biometric authentication devices, etc.
Workshop Research findings and design rationale were shared with stakeholders in an exhibit style team dynamic, after which the design team ran critique exercises to revise the proposed journey and experience components.
Validation Component concepts and prototypes are tested in projective interviews.
Implementation Components are developed and operated by each partner organization.
The objective was to develop a new type of low-cost, high-quality healthcare offering targeted towards the emerging middle class in Latin America. Previous studies had shown that there were serious deficiencies in most of the existing services available to that population. In the long term, this project has the potential to improve the lives of millions of citizens. We worked in interdisciplinary teams, each in charge of designing one aspect of the new service. These included:
The UX design team defined a technology roadmap, designed the user experiences for key components and established design patterns for future use. Below are examples of the main applications, which we called the Patient App, the Nurse Tool and the Doctor Tool.
User Experience Manager, coached UX design team members and hands-on design. Advised in the implementation of human-centered processes.
The project followed a human-centered approach, having all teams performing user testing together. The digital prototypes were tested in context, in an architectural prototype. After each round, the teams revised their prototypes and provided feedback for the others.
Digital prototypes were tested using two methods. First, participants and service providers were given scripts to role-play medical consultations, after which they were interviewed. This test had the purpose of validating the value proposition and adherence to common social/professional practices. Second, participants were given task objectives for think-aloud testing in order to evaluate the design’s usability.
The patient app had two variants. The first supported treatments and managing appointments. The second was focused on maternity and included a pregnancy/neonatal roadmap.
The Patient App uses context information to configure the main view. On this example, it invites the user to book a consultation. It also shows shortcut options to book the first available time, the first early morning and the first late night. Data showed many patients prefer to make their consultations before and after office hours. After triage, the app shows the patient’s vital signs. Out of range values are color coded and explained in a careful manner. We took special care in not to “diagnose” (that should be the doctor) or cause anxiety to the patient.
The Patient App supports the patient's treatment, guiding him through behavior changing, lab tests and medication. In the example above, the prescription is explained in layman terms. A simple table shows when it has to be taken. For lab tests, the app helps the patient booking and visualizing the results when medically appropriate.
Designed to be used by a nurse technician during the triage process. It allows the capture of vital signs and supports critical actions, such as summoning a doctor for urgent care. During triage, the provider is operating several medical devices, so the app had to be used one hand, therefore the device is a wall-mounted touch screen. The interface guides him through the medical protocol, pacing each step in an established order (for example, patients need to rest momentarily in order to obtain a good heart rate reading).
This application supports the physician’s delivery of the consultation. It was built around a protocol co-designed with the medical strategy team, following the SOAP method (Subjective, Objective, Assessment, Plan) and balancing flexibility with adherence to clinical protocols. There is strong evidence that correlates the doctor’s empathy during consultation with the recovery rate of patients: supporting patient-doctor interaction, and not interfering, is critical. We also found that patients were more prone to follow their treatments if they had participated in defining them, which we also supported.
Using a shared display enhanced the experience. The doctor can swivel the screen in his direction when he needs to focus on it, but the position and vertical layout doesn’t create a barrier between him and the patient. Patients valued the moments when the doctors shared on-screen information with them.
Before the patient arrives, the doctor is asked to review a summary of the medical history, which includes the vital signs recorded by the nurse during triage, current medications, conditions and treatments. Critical information, such as medicine allergies, is highlighted.
The doctor is asked to swivel the display and show the screen to the patient. The main purpose of this sharing moment is to give reassurance that the doctor is aware of all the critical information. Providing this common ground facilitates the discussion during the consultation, therefore improving the experience by a large measure. Also, the application provides guidance in performing the physical examination. In case the doctor finds a medical condition he takes annotations in free text. During testing, we evaluated the use of a more structured input (checkboxes, radial buttons, etc), but it didn’t provide the flexibility doctors needed to describe most conditions. Finally, The treatment planning is a collaborative task, where the doctor discusses options with the patient. The application recommends common treatments and shows alerts for medication interactions and contraindications, such as those related to allergies.
This project is changing the rules of the Healthcare industry in the Latin American region, by providing a service of much higher quality at lower prices. This was made possible by the application of a human-centered approach at multiple levels and domains, including business strategy, communication, systems, process, service and architecture, allowing the teams to efficiently focus in the aspects that have a mayor impact in quality as empirically observed in the delivery to the patient.
I had made my personal goal to bring human-centered design to Interbank. I led this change process, that included implementing new design and agile development methodologies.
Digital Banking Manager—Defined design strategy and work processes. Hired and coached team members. Hands-on UX design. Managed resources, budgeting and relationships with stakeholders.
I supervised the new Agile design and development team, as well as two other teams that supported other banking applications.
First release of the new app had a user rating of 4.5 stars in the App Store (Interbank’s previous banking app had 2.5 stars—which isn’t uncommon in the banking app world)
Positive user feedback: “A pleasure to use”, “The best app for paying bills!” or “Doesn’t feel like a bank”. A process was set in place to feed the desing process with the user's community feedback.
Weekly downloads increased 50% the week after release and 20% thereafter—with no marketing.
Cineplanet leaders believed that digital tools could help differentiate themselves in a commoditized market. They run an international cinema theater chain that operates in Latin America, where the movie distribution business is basically a low-ticket high-volume business. We researched and designed a new generation of digital experiences for exploring, booking, coordinating, purchasing and connecting with the customer.
User Experience Manager—Teaching UX methodologies, coaching team members, hands-on design, advising on design strategy.
Going to the movies is a social event. We found two distinct collaboration and decision patterns:
Customers coordinate and plan their visit
Customers walk in the cinema, and decide in the moment
Designing interfaces usable by customers in both modes required presenting information in different ways. Research showed that customers in analytic mode decided first whith whom they would go and what movie they would see, and after that when and where. On the other hand, spontaneous visitors chose a movie from what was available in the next hour or two.
These insights were the main input for the information architecture and interface design process. We used context information to deduce when a customer was in spontaneous or analytic mode. For example, location services triggered the spontaneous view within the mobile app when a user walked in the theater.
We presented a roadmap of digital products and produced designs for iOS and Android mobile apps, responsive web, a kiosk and a tablet app for agent assisted sales.
The web app is based in the analytic mode while the kiosk is in the spontaneous. The mobile app supports both: In proximity to a cinema, it would switch to spontaneous mode, displaying shows beginning in the next 90 minutes. The user can also manually switch between modes.
Expectations were surpassed. These experiences enabled a significant increase in sales volume. Also,this project won Intercorp's 2015 Innovation Award (Intercorp is listed in Fortune’s Top 50 Change The World ranking).
Director—Strategy. Client relationship management. Planning. Hiring and coaching. Leading workshops.
Director—client relationship management, planning and resources. Hands-on research.
Photographer + Researcher