JP Morgan Private Bank

The Product Owner needed a plan to roll out the new app. Although it was intended as a multi-year project, leadership wanted visible impact within a few months.

I drew up this plan to analyse the existing functionality, cross-reference it with the preliminary designs, and identify features we could release early without disrupting existing user journeys or data structures.

This incremental approach would demonstrate progress quickly while reducing risk by delivering working code as soon as possible.

Years of un-coordinated growth created a Frankenstein's monster of bolted-together apps and architecture that made the lives of staff and clients painful.

I led an exercise to create an Object Oriented UX architecture: a collection of objects, actions on objects, and relationships between objects that I validated and iterated with SME's.

This radically simplified data structures and paved the way to slim down the amount of UI required. The greatest achievement was the sigh of relief when staff looked at it and said "this makes sense".

A detailed view can be seen here.

Fenergo is third party onboarding and KYC solution. I assessed its features and journey and found much to like:

Highly visual experience: progress meters, tree hierarchies and colour coding abound, in contrast to the austere aesthetic of the existing system.
Assigning document properties at the point of upload prevents duplication and access permission problems later.
Architecture: 52 tasks were split into 14 categories. I felt that 14 top level categories was too many for a user to easily absorb, so I made a note to test it later.

The existing COB (Client OnBoarding) system was generally poor, but had some interesting takeaways:

By virtue or being built over many years by many teams, there were some accidental gaps and overlaps which created "power user" features. We noted that these abilities should be carried through to the new design.
The sprawling design meant that training new users was lengthy and frustrating. We determined that intelligibility should be a metric we tested our new design upon.

My team and I worked as the connective layer between the U.S. and International lines of business, which operated on disparate technology stacks, workflows, and expectations.

The role required unifying processes across these environments while shifting responsibility from Operations teams to Advisors (many of whom saw the work as outside their remit).

The project demanded not only technical coordination but careful navigation of organisational politics to secure buy-in and deliver a sustainable, shared way of working.

<<uses quantitative methods to assess the success or failure of a specific product/feature and identify necessary improvements.>>

Architecture: 52 tasks were split into 14 categories. I felt that 14 top level categories was too many for a user to easily absorb, so I made a note to test it later.

The existing COB (Client OnBoarding) system "power user" features. We noted that these abilities should be carried through to the new design.
We determined that intelligibility should be a metric we tested our new design upon.

JP Morgan Private Bank: Onboarding

Planning and estimation

Generative research: user interviews

Competitor review

Strategy

AI vibe coding

Service Design

Interaction design

AI interaction design

Evaluative research: user testing

Planning and estimation

Generative research

Architecture through Object Oriented UX (OOUX)

Competitor and predecessor review

Service Design

Interaction design

Evaluative research

We used all forms of social media to meet the audience in their most comfortable locations, and talked in their own language.

Branding

Branding

Branding