Problem
Two workflows from two companies forced into one system, for users ranging from first-time borrowers to regional managers.
Two companies, two ways of working, one credit platform for 450,000 people
Brilla lets families who can't get bank credit buy in stores and online, and pay through their gas bill. When Promigas restructured its companies, two versions of the platform with two different workflows had to become one. The screens were the easy part. The hard part was getting a dozen stakeholders, mid-reorg, to agree on how the business would work from now on.
- Role
- UX designer, then UX lead
- Year
- 2022–2023
- Type
- Fintech, B2B2C, tablet first
- Methods
- Interviews, card sorting, design system, Figma
450K
people on one credit platform
Solution
30+ hours of interviews, a new information architecture built with card sorting, and one design system the developers could actually build.
Results
One platform for 450K end users and 20K admin users, training effort cut in half, iterations 30% faster.
Design challenge
How do you design one product for two companies that don't agree on how the business works?
Issue #1
The business blamed the interface, so I listened for 30 hours before the first wireframe
I interviewed sales reps, end customers, regional managers and board members. Two personas came out of it, one for clients and one for admin managers, each with a journey map.
The pain wasn't where the business thought it was. Most of the friction came from the merged processes, not the screens.
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Issue #2
Each company named things its own way, so we let users name the sections
We ran card sorting with real users so they could tell us how information should be grouped and what each section should be called. Then we rebuilt the flows around the new operating model: two parallel flows became one.
Card sorting settles naming arguments faster than any meeting.
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Issue #3
Sales agents sell door to door, so the product was designed tablet first
Agents work in the field on tablets, so that's where we started. I built a design system aligned with what the dev team could implement, from buttons and inputs to multiselects and navigation, so the unified product wouldn't drift apart again.
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Issue #4
Halfway through I became the lead, so the goal became speed without drift
I took over as UX lead with four designers and a mix of internal and external people. We brought the iteration cycle down by 30% without losing coherence across the product.
Results
What changed
One platform now serves 450,000 end users and 20,000 admin users. Because the flows matched how people actually worked, training effort dropped by half.
30+hours of user interviews
−50%training effort
30%faster iteration cycles
What I took from it
In a restructuring, half the design work is negotiation. The other half is writing down what was agreed.