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A single tool for every banking conversation

A single tool for every banking conversation

The Customer Engagement Tool (CET) is an iPad app that gives Bank of America bankers one guided experience for walking customers through every product the bank offers, driving account sign-ups and a clearer picture of what's available. I built it from scratch as the sole designer on a CapTech engagement. Some details are kept general to respect client confidentiality.

CLIENT

Bank of America · CapTech Consulting

ROLE

Product Designer

TEAM

1 Researcher, 5 Engineers, 1 PM, BofA Stakeholders

1 Senior Systems Designer, 3 Product Designers,
1 Researcher, 4 Engineers, 1 PM

TOOLS

Figma, Jira, Axe Dev Tools, Copilot, UX Pilot

Figma, Notion, Maze, UserTesting, Jira,
Copilot, UX Pilot

YEAR

2024 - Present

Business CET - Overview

01 · CONTEXT

Turning print into digital

When I joined the CapTech engagement, the CET didn't exist. Bankers relied on printed brochures to show BofA's offerings. My job was to build what replaced them, from the ground up. The tool covered both sides of BofA's retail offering and lived inside a banker-facing Marketing App, alongside 13 interactive calculators and a digital handouts library. I owned the English design across all of it from day one. A UX researcher ran and synthesized client interviews; I translated those findings into every major navigation and hierarchy decision.

System Architecture

02 · CHALLENGE

Designing for two people
in the same seat

The CET was not a banker tool with a customer watching. It was a shared experience where control passed between the banker and customer at any point. The banker might walk through products, then hand the iPad over. The customer might take it, explore on their own, and send a link to finish at home. Back and forth, depending on where the conversation went. The screen had to feel equally navigable for both people, not optimized for one and accommodating the other. The best layouts served both at once.

Two users. One screen. Either one in control.

03 · THE WORK

Sixteen product areas.
Built to feel like one

The CET is sixteen experiences built to feel like one. Consumer checking, savings, credit cards, preferred rewards, home loans, and investing on one side. Business banking, preferred rewards for business, credit cards and financing, merchant services, treasury cash management, and Merrill investing on the other. Every section had to hold as a standalone destination a banker could land on mid-conversation, without the customer feeling dropped somewhere unfamiliar. They all followed the same patterns. Customers could take the iPad, browse on their own, and send links to themselves. I also designed for what could go wrong: six error modal states, each resolved in a single tap.

Our researcher led 9 sessions with 17 participants across truck fleet managers and Pilot sales reps. One finding reframed everything.

"Real cost savings only occur when drivers adjust their behavior based on these insights. Otherwise all of this is just information sharing."

The design only works if it changes behavior. Fleet managers do not ask "what was my Q3 compliance index?" They ask "where are my drivers fueling, and is that good or bad?" Reorienting the IA around that question was the foundation everything else was built on.

The CET is sixteen experiences built to feel like one. Consumer checking, savings, credit cards, preferred rewards, home loans, and investing on one side. Business banking, preferred rewards for business, credit cards and financing, merchant services, treasury cash management, and Merrill investing on the other. Every section had to hold as a standalone destination a banker could land on mid-conversation, without the customer feeling dropped somewhere unfamiliar. They all followed the same patterns. Customers could take the iPad, browse on their own, and send links to themselves. I also designed for what could go wrong: six error modal states, each resolved in a single tap.

Business Priorities

04 · RESEARCH

The product was fine.
The moment wasn't

Customers have goals.
Not product preferences

Two of the biggest improvements to the CET came the same way, through research and iteration. The first was navigation. The Business section launched product-led: Business Banking, Credit Cards, Merchant Services, organized the way BofA organized itself. Multiple bankers flagged the same problem in our qualitative research. As one put it:


"By the time I find the right section, the customer has already lost interest."


The navigation was interrupting the most important moment of the meeting. So I rebuilt the entry point around five customer goals instead of five product categories, changing the experience, not the product.

Two of the biggest improvements to the CET came the same way, through research and iteration. The first was navigation. The Business section launched product-led: Business Banking, Credit Cards, Merchant Services, organized the way BofA organized itself. Multiple bankers flagged the same problem in our qualitative research. As one put it:


"By the time I find the right section, the customer has already lost interest."


The navigation was interrupting the most important moment of the meeting. So I rebuilt the entry point around five customer goals instead of five product categories, changing the experience, not the product.

V1: Product-led Navigation

V2: Goal-led Navigation

Generalized for confidentiality

The second was account setup. V1 had customers fill out an application on the iPad, on the spot, to reduce friction at the moment of highest interest. Initially, sign-ups weren't increasing and our drop-off data showed customers abandoning the form, so we went back to research. Our researcher brought qualitative interview data, we worked through it together, and the real reason surfaced: people don't commit to financial decisions under pressure, on someone else's device, with someone watching. Customers were saying no to the moment.

I replaced the in-branch form with one button that sent customers a link to finish the application at home, at their own pace. It opened a completely different product roadmap, and it worked. Based on link tracking and completion data from the CET, account sign-ups increased 18% in the first three months. The fix was to remove the form. In both cases, the products were fine. The moment was the problem.

Three signals pointing to the same problem

Account setup: V1 to V2

Specific flows generalized for client confidentiality

05 · CONSTRAINTS & CRAFT

14 steps to production

Every color, typeface, and image passed through BofA's compliance review. The canvas was fixed to iPad with no responsive fallback, and content came through a CMS, so components had to hold at any copy length. But the biggest constraint was the release process. Every design change went through 14 steps before production: timeline, design, development, automated testing, manual ADA testing, code integration, and multiple rounds of stakeholder approval. Getting it wrong meant potentially waiting weeks. I learned to get it right the first time.

06 · ACCESSIBILITY

Accessibility built in, not bolted on

At a bank like Bank of America, WCAG compliance is a legal and regulatory requirement. I built accessibility into every section from day one, as part of how I made decisions, not a final check. All of it had to meet WCAG 2.1 Level AA before it could ship. I also authored the formal compliance report delivered to Bank of America as a client deliverable, covering all applicable success criteria across automated scanning, keyboard navigation, and screen reader testing on JAWS and VoiceOver.

The result: zero failures at Level A. Zero failures at Level AA.

At a bank like Bank of America, WCAG compliance is a legal and regulatory requirement. I built accessibility into every section from day one, as part of how I made decisions, not a final check. All of it had to meet WCAG 2.1 Level AA before it could ship. I also authored the formal compliance report delivered to Bank of America as a client deliverable, covering all applicable success criteria across automated scanning, keyboard navigation, and screen reader testing on JAWS and VoiceOver.

The result: zero failures at Level A. Zero failures at Level AA.

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