Project Associate · Banking · Agile Transformation · Process redesign
Consumer Banking Process Redesign
Contributed to a large-scale agile transformation project redesigning core consumer banking processes. Owned stakeholder analysis, scoping, and UX definition — bridging business, compliance, and user needs.
Context
Core consumer banking processes are some of the most expensive surfaces in any bank — touched by every customer, regulated end-to-end, and owned by a dozen different teams. Redesigning them is rarely a UX exercise; it is an organizational one.
The project was part of a large-scale agile transformation inside HypoVereinsbank. The goal was not a single new feature but a foundational redesign of how core processes were owned, shaped, and delivered.
The role sat between business owners, compliance, and the customer-facing experience — translating between what the bank needed to ship and what users actually had to live with.
What I did
- Owned stakeholder analysis across business, compliance, IT, and operations to map the real decision surface behind each process.
- Scoped redesign initiatives so each had a clear problem statement, owner, and measurable outcome.
- Defined the UX direction for the redesigned processes — bridging customer needs, regulatory constraints, and operational reality.
- Supported the agile transformation work itself: cadences, artifacts, and the muscle memory needed for cross-functional delivery.
- Documented the trade-offs so later teams could pick up the work without losing the context.
Outcome
A foundational redesign of core consumer banking processes — not a single launch, but the structural and UX groundwork that made every subsequent digital initiative cheaper, faster, and better-scoped.
Foundational redesign
What I learned
Transformation projects ship when you reduce the number of decisions to a few that actually matter. The rest is choreography — important, but not where the work lives.