Based on extensive research and a series of client workshops, we developed a new vision for the future service experience—one that shifts from a “one-size-fits-all” approach to a more democratized model. In this new framework, each agency tailors its services to its specific location and the unique archetypes of users it serves.

To ensure the successful delivery of an improved service experience, it was essential to align all stakeholders. I designed and facilitated workshops with each department of the bank to discuss the evolution of the service experience, fostering clarity, engagement, and a shared sense of responsibility for the branch transformation.

This mapping process secured the buy-in of key stakeholders essential to the service redesign. Additionally, it enabled us to provide guidance and training to the internal Customer Experience team, equipping them to successfully implement and sustain the service in the long term.

We identified key uncertainties in the multidisciplinary design concepts—experience, services, space, and brand—and transformed them into testable hypotheses. I led the design of low-risk experiments, defining success criteria and an iteration plan across four prototypes to ensure validation and refinement.

I guided and trained the internal Customer Experience team in designing the research plan, developing a targeted screening process for diverse audiences, and crafting conversation guides to facilitate various experiments. Together, we generated a wealth of evidence and insights, which later served as the foundation for actionable recommendations.

One of the biggest challenges in this program was reducing the fear and uncertainty among bank directors and regional managers. Creating a full-scale prototype allowed them to experience the transformation firsthand, fostering a sense of ownership and sparking their motivation to bring it to life.