"What is easier than swiping a card?"
That was the question my team and our parent brand, Amex, had decided to answer through product design and rethinking the point of sale experience.
We conducted and created documentation for:
- Stakeholder Interviews
- Logic Flows
- System Maps
- User stories
- Empathy Map
- Paper prototypes
- Wireframes and low-fidelity prototypes
- Competitive Audits (UI/UX)
- Brand Audits
- Design Principles
- Style tiles and UI
- High fidelity prototypes.
- Logo Design
Experience designer. I worked with a lead UX designer, a junior UI designer and a project manager. We were supported by the Technology team at Enterprise Growth.
This project lasted three months (from the first stakeholder interview to the last logo discussion) to complete phase 1: internal testing.
The Discovery Process
Some of my favorite tools are used at this point: research, in field testing, competitive audits, etc.
This is the time when we gathered insights that will affect the strategy and design of the product. Mainly we look for pain points the consumer will come across and new behaviors we can improve upon.
The UX Process
This is where we started the conversation with the Development team, by collecting additional requirements and aligning our vision to the technology capabilities and limitations.
Given that this exercise had not been prioritized as "Epic", we didn't count with a lot of the logistical support that this project needed, for example, Name and logo design.
It was a great opportunity for the design team to have further input on what we considered to be a "wallet" or a mobile payments app and possibly a more linear way of talking about mobile payments vs. the skeuomorphic sentiment associated with a wallet.
This is the part of the process when the feedback can be subjective (I don't like that color button) but most will raise important questions on the kind of presence we want to have in the market.
Our assumptions come to life before our eyes and, in some cases, raise concerns from the stakeholders.