Agreement

The customers who don't pay their bill or the minimum value become late customers. The agreement is the product that finances all their debt at once. We offer two options: pay in a single payment or make an installment plan.

The other designer, Ana Menezes, had designed the first version of this product before I joined. Then she made the handoff to me, and I was the designer responsible for it from the beginning of the second version until the end.

• Customers' problem: The late customers were going through a tough moment and were embarrassed about that. Although Nubank is a digital bank, when the customers had a debt, they needed to call us or send a message on the chat to negotiate it.
• Business problem: It was a risk to the business sustainability. We were seeing a decrease in customer engagement and, consequently, churning. Money losses.
• Operations' problem: Overwhelmed staff which was causing a decrease in the quality of customer support and an increase in customer service costs.
• For the team: deadline

The story will begin with the single payment's creation and the installment plan right after, as an iteration.

Since there was another version of this product, I didn't need to do the whole process. So this phase was shorter than usual because Ana left many documents from the first version. One of these documents was the desk research. In summary, I read the desk research documentation and put it together with other information I've collected, such as results from monitoring, insights, and feedback from the operations team.

In addition, since I couldn't do any exploratory research because of the short deadline, I asked to participate in an initiative where everyone can support real customers by chat and email for one day. I supported late customers and could collect many insights from this initiative which helped me greatly.

At this stage, I was missing some points of the process, e.g: we didn't have a value proposition and the customer journey was outdated. Given that, I've proposed to the team: make a design sprint. We had no time to stop the team, including stakeholders, for five days. My solution for it: Adapting the design sprint for just one day.

I decided to focus on specific parts of the design sprint to make this happen. So I kept only the context moment, customer journey creation, value proposition definition, and crazy 8's. To everybody's surprise: it worked.

Finally, at this phase, I worked on the MVP features definition with the team. Once it was defined, I designed a prototype in medium-fidelity and shared it with other designers in a Design Critique. After all considerations, I created the final proposal, did the developers' handoff, and followed the results with the business analysts.

The bad thing happened here: We couldn't validate it with users.

The good thing that happened here: The results were fantastic.

Once the single payment was released and we were monitoring the results, the next step for the product was to create the installment plan.

At this stage, it wasn't necessary to do a discovery and definition again since it was the same product even though it could be good. So then, I decided to dedicate time to validate it with users because we didn't do that on the single payment and the installment plan would be much more complex than the single payment.

For the usability test, I created the prototype and shared it with the team and also with other designers. Then, for recruiting users I had help from UX Research Ops while I was creating the script and adjusting the prototype. The usability test was concluded successfully and I collected insights, mapped improvements and learnings for the future.

We had an increase in: agreeements made; recovery rate; people getting out of debt. We also had a decrease in: contact rate; money losses and customer services costs. The overall results were better than we were expecting and the product is still a success. There is another team working on improvements of the agreement.