Our first task was to map out an end-to-end journey of all the touchpoints where a customer interacts with Capital One, what we know about them at each point, and what information we could collect to know more about them the next time we interact. My team partnered with a data analyst to monitor the top servicing moments across all our channels. We used this information to create a journey map.

I created an analytics-backed map of a Card customer’s spending and servicing journey, layered with the verification information and underlying data collected throughout.

My design team hosted a workshop comprised of design, product, and tech that worked in this space. The goal of the workshop was to find opportunities to reinvent customer identity and credentialing so we are able to deliver exceptional experiences. We used the journey map as the artifact to find opportunities in our current experiences.

Key Takeaways from the Workshop:

- Identity verification is unnecessarily unique to the moment and channel; secondary or step-up authorizations happen frequently after a customer is already “in the door.”

- Device data is underutilized; currently only serves stepped-up authentication decisions.

- New customers increasingly apply on mobile device (now at 65%), but aren’t led into a native experience. In app, biometric logins are widely used and increase engagement.

Once we knew there was an opportunity to re-invent credentialing, my team partnered with a UX Researcher to conduct moderated and unmoderated empathy interviews to understand how our target users perceive passwords and biometrics. I helped compile research questions and moderated one of the interviews. The research affirmed the opportunity in biometric-only sign in.

My UX design partner and I used the insights we gathered from the workshop and the research we conducted to sketch out ideas. As a team, we wanted to create concepts to illustrate to our leadership why this was an approach we should pursue.

Once my design partner and I created prototypes of our concepts, we decided to do a quick gut check before we presented these concepts to our senior leaders. We conducted guerrilla testing with Capital One employees that were not directly affiliated with our work. Here is the prompt I wrote for our testing.