The department of Xerox Services I worked in handled the disbursement of government benefit payment programs like Unemployment Insurance, SNAP, Child Support, etc. Xerox brought me on board to not only design the interface for the Federal Reserve Bank’s Social Security enrollment portal, but to help them develop their mobile apps, and improve the Cardholder experience. In addition, I was tasked to strategically shift Cardholder behavior from relying on high-cost customer service channels (like the call center) to relying on low-cost channels (like the websites and mobile apps), and create incentives to increase profitable point-of-sale transactions.
Aug. 2011 – Apr. 2016
• Information Architect
• User Experience Designer
• User Interface Designer
• Campaign Manager
• Multiple departments (Development, Security, Engineering, Quality Assurance, Business Analysis, Program Management, Implementation Management, Compliance, Fraud, Finance, Data & Analytics)
• Multiple vendors
• Customer Service Call Centers
• User research
• User experience guidelines
• Mobile app design
• Gap analysis
• New feature proposals
• ROI predictions
• Visual flow diagrams
• Site maps
• 508 compliance guidelines
• Portal usage analysis
• Marketing strategies
• Digital promotional graphics
• Branding guidelines
• Troubleshooting guidelines
• Business process flows
• Architectural diagrams
• Org charts
• Visual call center analysis
• Campaign management
• Cost-saving initiatives
• Revenue-generating initiatives.
• Adobe Illustrator
• Adobe InDesign
• Adobe Photoshop
• Adobe Acrobat
• Google Analytics
• HTML & CSS knowledge
• Microsoft Office Suite
Cardholders did not have a great user experience with the websites to check their balance and transaction history. It was costing Xerox a lot of money because it was easier for Cardholders to call customer service.
Cardholders were not satisfied with customer service. Not wanting to interact with customer service most likely lead to not wanting to stay on the card (switching to direct deposit if offered) and less card usage in general, which ultimately lead to less profitability.
None of the websites/portals were built in a content management system (CMS), and because we were not allocated a production account, the only way to access the websites to change anything or to gather stats was to submit a ticket, push for prioritization, and wait for weeks or months for the numbers or change to occur. In addition to budget and resource restrictions, I was the only creative professional in the office, so unfortunately we were unable to attain proper testing and feedback software like UserZoom and Qualtrics.
When I started, there was not a clear picture of who a typical Cardholder was (no personas, user journeys, or user research was done), much less an understanding of their needs. We also did not have easy access to call center stats, nor working call types or sub call types at all. So we knew close to nothing about the end user, their needs, or how to meet them.
One of the first initiatives I took was to create personas to get a better understanding not only of our cardholders, but the different types of programs we served and the qualifications for each. This project helped bring a lot of insight into the decisions we made going forward.
The next initiative I took was proposing the implementation of a CMS so we no longer had to waste resources and time submitting a ticket and waiting for access or changes. But the first opportunity I got to access a website, I created a site map for each site so we could refer back to the site map in the meantime instead of submitting a ticket and waiting for access.
I secured the implementation of Google Analytics on our websites and apps to get an understanding of how our cardholders use them, and visualized the analytics to show not only the volume of usage, but how many people access the websites from particular browsers and mobile devices, as well as the exit points on the mobile app.
This information helped prioritize optimizing the sites for other browsers, as well as producing mobile apps to help serve our cardholders better.
Long before we were able to implement the CMS, I redesigned the EPPICard logo and minimally redesigned the website as well as the EBT website by analyzing the code, providing new images and guidelines for the Dev team to make the easy but impactful changes that not only improved the brand strength, but also the user experience.
Looking forward to the opportunity to completely rebuild the websites, I helped bring multiple departments together to understand the business needs across various departments in order to ensure the sites meet both end user as well as the business needs. In addition I built test plans and created metrics guidelines in preparation for the new sites. In addition I produced a gap analysis to help clarify the different offerings across each touchpoint to understand where we could fill those gaps to enhance the level of customer support, especially in the low-cost touchpoints like the websites.
Digging into the raw call center stats, I was able to visualize my findings to reveal that the call types were not used properly (over 50% of calls were being logged as “General Inquiry”, which told us nothing), and highlight the lack of sub call types and the valuable information this insight could provide.
When it came to new feature or product launches like the mobile app, I produced troubleshooting guides for the call centers to ensure they fully understood the features and how to help cardholders with any issues they encountered.
In addition, I designed escalation flow charts to help all departments involved be very clear of the process.
Speaking of new features, I came up with the initiative to provide a Balance After Transaction alert, which sends the Cardholder a text within seconds after a transaction with transaction information as well as the available balance. So instead of logging onto the website, mobile app, or calling customer service, they would simply refer to the last text message to get their available balance. A win for Xerox because it would reduce calls into the call center, and a win for improved customer experience.
In addition, we had conversions which migrated entire programs onto a new platform, requiring cardholders to receive new cards, a new website, and in some cases a new customer service phone number. In order to minimize Cardholder confusion and a spike in call center volume, I conducted a weekly meeting with all departments in charge of various touchpoints to make sure we had all points covered with clear messaging. Indeed, call volume ended up not being nearly as high as expected.