Work Itaú Daily Banking
02 · Scale
Transforming complexity into performance.
Designing a system that let hundreds of teams at Itaú Daily Banking make better decisions at scale.
- Role
- Group Design Manager
- Organization
- Itaú Unibanco
- Team
- 8 product and service designers
- Scope
- Daily Banking & Income Journeys
01 Context
Design at the scale of everyday banking.
As Group Design Manager, I led Product and Service Design across Daily Banking and Income Journeys, serving mass, affluent and high-value customer segments.
At that scale the design question stops being how should this screen work and becomes which of these hundreds of things should change first, and what has to move behind it for the change to hold.
02 The challenge
The problem was not the screens.
The challenge was bigger than improving isolated screens. Multiple journeys, operational processes and technology dependencies were creating fragmented experiences and competing priorities.
Every team could be right about its own piece and the result could still feel incoherent to the customer, because the friction lived between the pieces rather than inside any one of them. That is not a problem a redesign solves. It is a problem of what the organization can see.
03 The approach
Make the whole system visible before deciding anything.
We used Service Design Blueprints and portfolio-level prioritization to connect experience, process and systems, turning hundreds of pain points into a structured opportunity portfolio for teams and leaders.
- Customer journey
- Frontstage
- Backstage
- Systems & data
Once the dependencies are visible, a pain point stops being a complaint and becomes a located, ownable decision: this step, this process, this system, this team.
From pain points to a portfolio
What came out of the mapping was not a document. It was a shared, prioritized inventory that product, technology and business leaders could all read the same way, and disagree about with evidence instead of opinion.
Results
opportunities mapped
complex journeys
efficiency, effectiveness and satisfaction score across all digital journeys deployed in the biggest bank of Latin America
04 Leadership
Leading a team of eight through it.
I coordinated a team of eight product and service designers across the Daily Banking journeys. A portfolio only works if the people using it trust how it was built, so most of my leadership time went into making the method legible: to the designers who had to live with its consequences, and to the executives who had to fund them.
My role
- Design leadership
- Multidisciplinary team leadership
- Portfolio prioritization
- Service Design direction
- Stakeholder alignment
- Experience governance
- Coaching and talent development
People leadership
- Coordinated 8 product and service designers
- 2 team members received high-performance recognition
- 1 team member was promoted
05 The reframe
The output was not a blueprint. The output was a better system for deciding what should improve next.
06 How I ran it
I made the whole system visible before we decided anything.
At this scale every team can be right about its own piece and the customer can still get an incoherent experience, because the friction lives in the space between the pieces. So the first thing I did was make that space legible.
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I chose Service Design Blueprints over journey maps
The problems were not in what the customer sees, so a journey map would have drawn the wrong layer. A blueprint carries the operational and technical lines underneath, and that is where the dependencies that block a fix actually sit.
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I insisted every pain point had an address
Once the dependencies are drawn, a complaint stops being a complaint and becomes a decision someone owns: this step, this process, this system, this team. Hundreds of pain points with no address are noise. The same points with an owner are a portfolio.
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I prioritized across journeys instead of inside them
We ranked opportunities against each other rather than letting each squad rank its own, because the highest value change for the customer is rarely the highest value change for whichever team happens to own it.
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I made the method legible to the people it constrained
I coordinated eight product and service designers through this. Most of my leadership time went into explaining how the portfolio was built, to the designers who had to live with it and to the executives who had to fund it. A prioritization nobody can reconstruct gets quietly renegotiated.
A portfolio only survives contact with the people it constrains if they understand how it was built. That is why the argument for the method mattered as much as the ranking it produced.
· Where it pointed next
The portfolio is what told us which screen, out of hundreds, was worth touching. One of those bets lifted conversion in the salary portability journey by 73%.