Sofia Martinez
Streamlining workflows and empowering businesses,
transforming financial complexity into operational fluidity.
Product Designer | UX Strategy | Design Systems | Accessibility | Enterprise UX | Optimización de Flujos | Product Design
Corporate banking redesign
Transformación integral de la plataforma transaccional B2B sustituyendo un sistema obsoleto sin interrumpir la operativa corporativa. Lideré la evolución técnica del Design System (Storybook, Azure DevOps, Confluence) y la estrategia de producto, logrando:
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100% de migración exitosa de toda la cartera de clientes corporativos.
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100% de paridad funcional entre el sistema legacy y el nuevo ecosistema.
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66% del roadmap de innovación diseñado (33% lanzado a producción).
From the end of 2024 to the beginning of 2025
My role
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UX Strategy Leadership: Mapping and restructuring Information Architecture.
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Analytical Research: Qualitative and quantitative analysis of NPS surveys for backlog prioritization.
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Trade-off Management: Evaluating technical feasibility versus user experience.
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Technical Alignment: Data-driven orchestration and handoff with Development and Analytics teams.
The challenge
The immediate trigger was the imminent decommissioning of the legacy platform (Supernet4) and its technical obsolescence. Corporate users faced a heavy cognitive load, operational slowness, and a lack of feedback regarding system errors—issues that severely impacted NPS and caused support tickets to skyrocket.
Design process
Through an end-to-end design process, we transformed the complexity of this dual ecosystem into an intuitive solution. Below, I detail how we progressed from UX research—to identify critical friction points—through to ideation and implementation.
Empathize
Friction Audit and Analysis
We analyzed data from an NPS survey (216 responses) and reviewed technical support ticket history. We identified two critical friction points that were stalling corporate operations:
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Cognitive load during reviews: Administrators spent excessive time reviewing batches of thousands of payments one by one to detect processing errors.
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Lack of feedback: The system generated generic error statuses without specifying the cause of the failure, leading to uncertainty and operational bottlenecks.
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Authorization bottlenecks: The absence of "multi-select" functionality forced approvers to authorize transfers individually, significantly increasing the time required to complete tasks.
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Friction in authentication flows: Reliance on cross-device QR code scanning (App/Web) for external payments disrupted the natural workflow.
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Distrust regarding payment receipts: The inability to immediately download and share receipts with suppliers created a perception of transaction insecurity.
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Loss of control over history: The phased migration created a false perception that critical financial data predating the migration had been lost.
Define
Restructuring the Information Architecture
We conducted an in-depth audit of the Information Architecture (IA), which suffered from severe fragmentation and functional duplication. To improve the experience and reduce cognitive load, we orchestrated the following structural adjustments:
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"Pending Items" Grouping: Through internal focus groups, we redesigned the mental model by dividing the ecosystem into three logical branches based on permissions: My Pending Items (requiring my immediate signature), Other Pending Items (awaiting action by third parties), and Drafts.
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Permission Re-engineering: We mapped and restructured the corporate role hierarchy (Administrator, Signer, Non-Signer) to securely enable the new "Voucher" request workflow.
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Proof of Payment/Receipts: Redesign and implementation of features for downloading receipts and immediately sending them to suppliers.
Design
We executed the interface design by prioritizing accessibility (WCAG 2.2) and efficiency for expert users:
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Batch payment optimization: We inverted the display logic. In the new UI, lines containing errors are automatically prioritized at the top—segmented by bank and error type—thereby eliminating the need for manual scanning.
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Regulatory alignment: We integrated the mandatory fields required by the new international standard (SWIFT MX) into modular design patterns, mitigating legal risks without cluttering the form.
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Multi-approval: We implemented scalable multi-selection, enabling bulk signing within a single authentication flow.
Testing
Trade-offs and agile validation
Given the time constraints and the critical nature of the migration, we replaced lengthy research cycles with an iterative Agile Validation model. We triangulated qualitative and quantitative feedback across three strategic fronts:
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Targeted testing (Guerrilla Testing): We conducted usability sessions in controlled environments—involving friends, family, and bank operations staff—complemented by stakeholder focus groups. This allowed us to validate the efficiency of new transactional workflows and resolve friction points in real time.
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Strategic trade-offs: To ensure the MVP launch by the non-negotiable deadline, we made bold business decisions. Rather than automating 100% of secondary interface workflows, we prioritized functional parity for core transactions, temporarily delegating complex tasks to the back-office team. This compromise ensured a secure migration without disrupting operations.
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Closing the loop with data (NPS): Final validation came from actual users. We established a baseline using NPS survey data at the start of Q2. Following the redesign launch, measurements taken at the end of Q4 showed a confirmed improvement of +5 percentage points, demonstrating that the trade-off was the right choice and that the new platform successfully reduced B2B cognitive load.
Project results and current status
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Validated quantitative impact: The new architecture and interface drove a 5-percentage-point increase in overall NPS following the Q4 launch.
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Service stabilization: Cleared the backlog by resolving 308 incidents and 53 reported problems, achieving zero "High" severity bugs in production.
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Reduction in operational load: The implementation of "multi-approval" and the redesign of error feedback exponentially optimized B2B management times.
Lessons learned
"Perfection is the enemy of production." In corporate B2B Fintech environments, technological stability and risk mitigation dictate the pace of innovation. Forgoing features of the "ideal product" in favor of a strategic MVP was a difficult but necessary decision. Sometimes, the best UX design is a conscious trade-off that ensures business operational continuity.
Thank you!
Credits
