Sofia Martinez
Designing experiences, creating connections
transforming a traditional product into a digital experience.
UX/UI Lead > UX Designer > UI Designer > UX writing
CDT Pichincha Colombia
This pilot project involved redesigning and digitizing Banco Pichincha's CDT (Certificate of Deposit) product. The main objective was to optimize the current user flow (AS-IS) to identify automation opportunities, reduce rework, and lower operating costs. The result was an optimized flow (TO-BE) validated and tested with the users involved, as well as a high-fidelity prototype as part of the minimum viable product (MVP) implementation.
From the end of 2024 to the beginning of 2025
My role
As a Product Designer, I led the research and product design for this pilot project. My responsibilities included:
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Mapping the 'AS-IS' process (Customer Journey Map, User Flow) to diagnose pain points.
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Creating research artifacts (User Personas for client and consultant, Stakeholder Map).
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Facilitating sessions to define the 'Product Vision Board' and the 'TO-BE' flow.
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Designing wireframes and high-fidelity prototypes for the new digital solution.
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Acting as the first implementer of the corporate UX/UI strategy, testing its applicability in a real-world project.
Team
UX/UI Lead
Sofia Martinez (Me)
Product Owner Octans
Ricardo Martinez
Product Owner
Rocio Quiroga
UX/UI Lead
Sofía Martínez (Yo)
Product Owner Client
Carlos Moreno
Scrum Master
Carolina Patiño
Consultor de Desarrollo
Pedro Bulles
Arquitecto
Jorge Franco
The challenge
Business Problem: The bank faced an efficiency challenge. The CD opening process was manual, slow, and expensive. The main goal was cost reduction through automation and reducing the use of cash, the management of which generates high operating costs. Furthermore, the organization was in an early stage of UX maturity and needed a pilot project to demonstrate the value of a user-centered design approach.
User Problem
We identified two key users with clear problems:
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The Customer (External): Frustrated by long wait times, bureaucracy, and the lack of ease of use of the products.
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The Advisor (Internal): Demotivated by the high level of repetitiveness in their tasks, the lack of commissions for this product, and the lack of easy-to-use digital tools to optimize their day.
Design process
From the design area, we adapt the process to users with Excel visual elements, favoring their technological adoption. We align objectives, guaranteeing security and privacy, and define flows based on documentary processes. We use techniques such as Brainstorming, focus groups and interviews to understand technological skills and needs.
Contextualization / Eempathize
The main objective of this phase was to diagnose the current state (AS-IS) of the CDT process to deeply understand the pain points of both the end customer and the internal advisor. Through methods such as analyzing the existing process flow, interviewing advisors, creating User Personas (for both customer and advisor), and mapping the Customer Journey in detail, we uncovered a clear picture.
Define
Synthesize the findings to define the requirements for the new digital product and align all stakeholders on its scope.
Create a Stakeholder Map to understand all dependencies in the credit process and define a Product Vision Board that articulates the vision and objectives of the new digital product.
Validate that the new flow (TO-BE) resolved the operational frictions and pain points identified in the process (AS-IS), ensuring technical feasibility and adoption by the consultants.
Horas de trabajo
35
AS IS analysis and mapping
5
Defining objectives and priorities
50
TOBE Proposal Creation
15
Proposal refinement
Design
Design a digital solution (TO-BE) that would address the identified pain points and meet business objectives. Based on the insights, a new User Flow (MVP1) was designed, focused on digitization, automation, and reduced human intervention. This flow served as the roadmap for creating wireframes and, subsequently, high-fidelity prototypes.
Testing
We conducted high-fidelity prototype validation sessions with key stakeholders and proof-of-concept (PoC) tests to ensure the feasibility of integration with the new core banking system. Additionally, moderate usability testing was carried out with sales advisors, using the prototype to simulate the new account opening process.
90
Validated Scenarios (PoC)
3
Moderate usability testing with the Pichincha UX/UI team
2
Moderated usability testing with the Pichincha UX/UI team
Results
This is where the strategic value of design becomes tangible. The redesign resulted in measurable, high-impact efficiencies for the business. This project served as a successful pilot for the bank's UX/UI Implementation Strategy, demonstrating the value of process analysis and facilitating the adoption of the methodology in future projects.
The AS-IS analysis identified
135
With the new TO-BE design, this number was reduced to 54
Return rate reduction
100%
Due to data inconsistencies, the new digitized workflow eliminates double data entry.
An estimated reduction of
79%
in the total opening time for both the client and the advisor is expected.
Lessons learned
While I have experience in various financial projects, this pilot with the CDT product allowed me to deepen my domain knowledge in a specific investment area. Through my interactions with the bank, I understood the challenges that legacy technologies pose in the digitization process. This perspective is crucial, as it allows me to design solutions that are not only desirable for the user but also viable and pragmatic for implementation within the client's existing technological ecosystem.
The client (Banco Pichincha) was able to see the tangible value of a structured UX process. They understood how an 'AS-IS' analysis is not a cost, but an investment that reveals direct savings opportunities (reduction of operating costs). This pilot project demonstrated to them that UX/UI design is a strategic tool for achieving business efficiency.
Thank you!
Credits
