Elevating Product Experience Quality
Duration: June 2021 - August 2022
Role: Sr. Design Manager, Experience Quality
As Commercial Banking teams continued scaling, product and experience quality became increasingly inconsistent across workflows, teams, and delivery practices.
My role focused on improving how experience quality was evaluated and supported across the organization by introducing clearer review structures, strengthening collaboration between teams, and creating more consistent operational practices around design delivery.
100%
Review Adoption Across Teams
45
Products Supported
2
Month Faster Delivery
30%
Error reduction
Challenge
Different product teams operated with varying workflows, review processes, and expectations around experience quality. As teams scaled and delivery timelines accelerated, inconsistencies began surfacing across products and customer experiences.
Without a more consistent approach to evaluating design quality, teams often solved similar problems differently, creating friction across delivery, collaboration, and long-term product consistency.
Approach
The work centered around creating more clarity and consistency in how product experiences were reviewed and evaluated across Commercial Banking.
I introduced more structured review practices, partnered with cross-functional teams to improve alignment during delivery, and worked closely with designers to establish clearer expectations around experience quality.
The initiative also focused on creating stronger operational support for teams by improving visibility into design work, encouraging more collaborative feedback loops, and identifying opportunities to reduce inconsistencies earlier in the process.
Results
The EQ initiative created a more consistent approach to evaluating and supporting product experience quality across Commercial Banking.
By introducing standardized review practices and clearer operational support, teams reduced front-end component development time by an average of two months per project. The approach expanded across 45+ products and 14+ business lines as adoption continued growing across the organization.
The review process also improved visibility into design inconsistencies earlier in delivery, identifying an average of 30 potential issues per project before implementation. By Q1 2022, standardized review practices had been adopted across all customer-facing design work within the organization.
Beyond delivery improvements, the work created stronger alignment between design, product, and engineering teams while establishing a more scalable foundation for maintaining experience quality across multiple products and workflows.
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