NOTE: I have no visuals to show for this project due to being under NDA.
INTRO TO USAA
USAA, short for the United Services Automobile Association, is a renowned financial services organization that caters exclusively to military members and their families in the United States. With a rich history dating back to 1922, USAA has established itself as a trusted provider of banking, insurance, investment, and retirement solutions tailored to the unique needs and challenges faced by those who have served in the armed forces. Recognized for its exceptional customer service and commitment to serving the military community, USAA continues to be a respected and reliable partner in helping its members achieve financial security and peace of mind.
THE CHALLENGE
My role at USAA was to develop a new internal issue management portal that would streamline and simplify the process of resolving various customer-reported issues within the bank. These issues ranged from incorrect car insurance premiums to cases of identity theft, and adhering to government regulations was of paramount importance while upholding USAA's renowned service standards.
The primary goal of the project was to consolidate three separate tools into a single, unified platform. This consolidation aimed to eliminate redundant data entry across multiple systems, enabling seamless information flow from start to finish. By reducing human error, the portal would facilitate more efficient and accurate issue resolution. It was essential that the portal was compatible with all 27 departments within the bank and capable of handling multiple levels of issue severity.
- Combine three tools into one
- Reduce redundancy
- Surface helpful information to aide the user
- Easy-to-use interface
- Accessible to all users/staff within USAA
THE PROCESS
Upon joining the project, I found that extensive research and user interviews had already been conducted. Wireframes had been established and presented in workshop-style meetings with representatives from each department. USAA's commitment to inclusivity was evident throughout the process, with a focus on human-centered design principles that placed real people at the center of development. This commitment extended not only to their customer-facing banking portal but also to all internal tools for staff. Workshops facilitated by my team involved 25-50 participants who were eager to provide input. This inclusive approach carried through each phase of the process, from creating data flows and wireframes to developing high-fidelity screens.
To organize and collaborate effectively, we utilized Mural, a digital workspace platform. Mural allowed us to present information in a coordinated manner while enabling all participants to leave comments via virtual post-it notes. It became a vital tool as we iterated on the screens and refined the design.
Accessibility was a fundamental consideration in every aspect of the project. USAA had a dedicated department focused on ensuring that all their platforms were accessible to everyone, going beyond the standard accessibility measures I had encountered in previous companies.
THE OUTCOME
This project provided invaluable insights into developing large-scale complex data platforms. Despite encountering various challenges along the way, the team successfully overcame them and delivered effective solutions. I initially had concerns about the "design by committee" approach, but USAA truly embodied the human-centered design mindset, which included educating their entire staff.
However, the project also highlighted the importance of having clear stakeholders for approval in large, complex organizations. In such contexts, ensuring the engagement of all relevant stakeholders is crucial for the success of such significant undertakings. Additionally, the project faced obstacles posed by complex government regulations and strict governance laws, which further added to its daunting nature. Unfortunately, after two years of development, the project was sidelined upon my departure from USAA. Confidence in the project had eroded, and resources were reallocated to other teams.
