My personal goal was 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.
The objective was to develop a new type of low-cost, high-quality healthcare offering targeted towards the emerging middle class in Peru. 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 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 the validating 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 in maternity and included a pregnancy/neonatal roadmap.
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.
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.
Cineplanet leaders believed that digital tools could help them 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. In collaboration with La Victoria Lab I 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 social event. We found two distinct collaboration and decision patterns:
Analytic mode Customers coordinate and plan their visit
Spontaneous mode 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 movies from what was to 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.
Given the context of use for each platform, the web app only supports analytic mode and the kiosk spontaneous. On the other hand, 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.
The designs were presented in a booklet detailing all interactions and a presentation was given to Cineplanet’s Senior Management. Expectations were surpassed. The kiosk was launched recently, while the mobile app is currently under construction.
Director—Strategy. Managing relationship with clients, planning and resources. Hiring and coaching. Leading workshops.
Director—Managing relationship with clients, planning and resources. Hands-on research.
Photographer + Researcher