Financial Tools Web Ecosystem
2025
Web
B2C
Financial Tools Team @ Chase
I led strategy, IA, and end-to-end design for Chase's first financial tools web ecosystem:
8 landing pages built to capture paid acquisition traffic from a multi-million dollar marketing campaign, validated by an A/B test showing 56% CTR vs. 38% on the prior page.
I led strategy, IA, and end-to-end design for Chase's first financial tools web ecosystem:
8 landing pages built to capture paid acquisition traffic from a multi-million dollar marketing campaign, validated by an A/B test showing 56% CTR vs. 38% on the prior page.
Role: Lead Product Designer
Collaborated with: 2 marketing leads, 1 senior content designer & the design system team public engineering and design leads.
Design Philosophy
Design Philosophy
Design Philosophy
Design for the full human:
Design for the full human:
People arrive at financial pages from every corner of life: celebrating, grieving, drowning, etc. My job is to meet them with clarity, dignity, and intention.
People arrive at financial pages from every corner of life: celebrating, grieving, drowning, etc. My job is to meet them with clarity, dignity, and intention.
The Problem
The Problem
Chase's digital ecosystem was fragmented. Customers had no unified web experience to discover and engage with the full breadth of financial tools.
Chase's digital ecosystem was fragmented. Customers had no unified web experience to discover and engage with the full breadth of financial tools.
Chase's digital ecosystem was fragmented. Customers had no unified web experience to discover and engage with the full breadth of financial tools.
Why?
Why?
Why?
Marketing Campaign Launch:
Marketing Campaign Launch:
Marketing Campaign Launch:
Millions in spend from an upcoming major marketing campaign would need to drive users from social media directly to product pages. Without a cohesive web presence, that traffic had nowhere meaningful to land.
Millions in spend from an upcoming major marketing campaign would need to drive users from social media directly to product pages. Without a cohesive web presence, that traffic had nowhere meaningful to land.
Millions in spend from an upcoming major marketing campaign would need to drive users from social media directly to product pages. Without a cohesive web presence, that traffic had nowhere meaningful to land.
There was no home for our services:
Protection for the Firm:
There was no home for our services:
Chase was not telling a coherent story: one that showed how these tools could move together with someone through their financial life.
Chase was not telling a coherent story: one that showed how these tools could move together with someone through their financial life.
Chase was not telling a coherent story: one that showed how these tools could move together with someone through their financial life.
Analysis
Analysis
Analysis
With no product manager or dedicated researcher on the team, I stepped into both roles alongside my design responsibilities. Working directly with marketing and content partners, I synthesized a range of inputs to build our foundation:
With no product manager or dedicated researcher on the team, I stepped into both roles alongside my design responsibilities. Working directly with marketing and content partners, I synthesized a range of inputs to build our foundation:
Segmentation Data
Segmentation Data
Segmentation Data
Gave us a clear picture of who we were designing for: starters and early professionals, mass consumers & affluent individuals. Each segment had distinct financial anxieties and goals.
Gave us a clear picture of who we were designing for: starters and early professionals, mass consumers & affluent individuals. Each segment had distinct financial anxieties and goals.
Starters | Mass/Mass Affluent | Affluent |
|---|---|---|
Ages 18-24 | < 150k / 150k-500k net worth | 500k-5mm net worth |
JTBD:
| JTBD:
| JTBD:
|
Aligned Functionality:
| Aligned Functionality:
| Aligned Functionality:
|
Source: Consumer Banking Product Continuum; Connected Banking Customer Strategy
Source: Consumer Banking Product Continuum; Connected Banking Customer Strategy
Behavioral profiles
Behavioral profiles
Behavioral profiles
Example: Starters profile
New to financial independence, stressed, and craving a simple, non-judgmental place to get oriented. That insight directly shaped our language and imagery
Example: Starters profile
New to financial independence, stressed, and craving a simple, non-judgmental place to get oriented. That insight directly shaped our language and imagery
Gloria, 22
Gloria, 22
Student & Barista
Student & Barista
Core Anxieties
Lacks the stability of a safety net (parental help, large savings, etc.)
Finds 'adulting' very overwhelming
Feeling like they're in 'survival mode' with their money day to day
Lacks the stability of a safety net (parental help, large savings, etc.)
Finds 'adulting' very overwhelming
Feeling like they're in 'survival mode' with their money day to day
Goals/JTBDs
Wants to understand where they're money is at without being judged
Needs to be ready for a big or unexpected event (fun or not fun)
Wants to make sure they have enough money to cover the essentials
Wants to understand where they're money is at without being judged
Needs to be ready for a big or unexpected event (fun or not fun)
Wants to make sure they have enough money to cover the essentials
Source: JTBD Survey: Prioritization for starters
KPIs:
KPIs:
KPIs:
Clickthrough rate into existing experiences (CJ product, Spend Planner) (Currently at: 30% with a goal of reaching 50%)
Enrollments into experiences
Landing page visits
Clickthrough rate into existing experiences (CJ product, Spend Planner) (Currently at: 30% with a goal of reaching 50%)
Enrollments into experiences
Landing page visits
OKRs:
OKRs:
OKRs:
Main Marketing Goal: To enroll non-branded Chase card holders into Credit Journey (Goal to enroll 2.45 mil)
Drive multi-tool usage and feature adoption
Main Marketing Goal: To enroll non-branded Chase card holders into Credit Journey (Goal to enroll 2.45 mil)
Drive multi-tool usage and feature adoption
Current State Audit
Current State Audit
Current State Audit
of the one existing page, Credit Journey, revealed what was working (bold, direct CTAs) and what wasn't (in-page tab navigation that buried all other tools)
CTAs in the Hero earned the most clicks (85%); each section thereafter earned significantly less, especially media block (component with lifestyle image) at <1% of total clicks
of the one existing page, Credit Journey, revealed what was working (bold, direct CTAs) and what wasn't (in-page tab navigation that buried all other tools)
CTAs in the Hero earned the most clicks (85%); each section thereafter earned significantly less, especially media block (component with lifestyle image) at <1% of total clicks
Competitor Audit
Competitor Audit
Competitor Audit
mapped how other institutions structured their financial tool pages and communicated with similar segments. Some shared mental models included 'interactive quizzes' for users to self-identify their financial situation
mapped how other institutions structured their financial tool pages and communicated with similar segments. Some shared mental models included 'interactive quizzes' for users to self-identify their financial situation
Ideation
Ideation
Ideation
Before a single wireframe, I needed to answer two foundational questions: what is the actual goal of each page, and what content and components tell that story in the most digestible way?
I worked through an in-depth user journey as a thinking exercise which helped me bridge between the segmentation data and the first lo-fi.
Before a single wireframe, I needed to answer two foundational questions: what is the actual goal of each page, and what content and components tell that story in the most digestible way?
I worked through an in-depth user journey as a thinking exercise which helped me bridge between the segmentation data and the first lo-fi.
Lo-Fi
Lo-Fi
Lo-Fi
One early decision that emerged from the journey mapping:
Rather than designing isolated product pages, I introduced a navigation paradigm that let users explore related products based on their JTBD. Each page would contain "Similar Products" section linking to the appropriate JTBD-based overview page, and a "Can't find what you're looking for?" anchor routing users back to the full ecosystem overview.
One early decision that emerged from the journey mapping:
Rather than designing isolated product pages, I introduced a navigation paradigm that let users explore related products based on their JTBD. Each page would contain "Similar Products" section linking to the appropriate JTBD-based overview page, and a "Can't find what you're looking for?" anchor routing users back to the full ecosystem overview.
Content's & Engineering's Role in Design
Content's & Engineering's Role in Design
Content designers analyzed thousands of keywords to understand what users were actually searching for and crafted language that we both decided on that was clear, discoverable, and emotionally resonant with each segment.
Content designers analyzed thousands of keywords to understand what users were actually searching for and crafted language that we both decided on that was clear, discoverable, and emotionally resonant with each segment.
I was also aware that the design system engineering team had a new public module component library in development that was more modern and breathable. I asked engineering directly who gave me the greenlight.
The caveat was that we would be the first team at the firm to use it, which meant working hand-in-hand with engineering throughout to identify which components were ready & which weren't.
I was also aware that the design system engineering team had a new public module component library in development that was more modern and breathable. I asked engineering directly who gave me the greenlight.
The caveat was that we would be the first team at the firm to use it, which meant working hand-in-hand with engineering throughout to identify which components were ready & which weren't.
Content was broken down into possible components that would work
Thought process for product page skeleton
Thought process for job to be done (jtbd) skeleton
Thought process for overview page skeleton
Roadblocks & Solutions
Roadblocks & Solutions
Marketing Timeline:
Marketing Timeline:
Marketing had never worked closely with designers before so they thought I could deliver it all in a week!
Marketing had never worked closely with designers before so they thought I could deliver it all in a week!
Solution:
Solution:
I pushed back on the timeline, modeled out a realistic phased delivery plan, and presented it directly to leadership. They handed me ownership of the schedule.
I pushed back on the timeline, modeled out a realistic phased delivery plan, and presented it directly to leadership. They handed me ownership of the schedule.
The Component Library:
The Component Library:
As the first team to adopt the new library, we were learning as we built. Critical components like hero modules would break right before lock.
As the first team to adopt the new library, we were learning as we built. Critical components like hero modules would break right before lock.
Solution:
Solution:
I collaborated directly with the engineering and design systems teams to find alternatives. We adapted every time.
I collaborated directly with the engineering and design systems teams to find alternatives. We adapted every time.
The Researcher:
The Researcher:
I proposed a structured pre-launch A/B test with real users. A researcher was assigned — then pulled to higher priorities. Leadership just wanted to test in production.
I proposed a structured pre-launch A/B test with real users. A researcher was assigned — then pulled to higher priorities. Leadership just wanted to test in production.
Solution:
Solution:
I negotiated with Leadership to launch an A/B test starting with a smaller regional pod before rolling out to the general public.
I negotiated with Leadership to launch an A/B test starting with a smaller regional pod before rolling out to the general public.
Mid-Fi
Mid-Fi
Mid-Fi
With alignment on structure and content strategy, I moved into mid-fidelity — translating our wireframe sessions into defined page templates for each of the 8 landing pages. At this time, I would also decide to roadshow it to design leads and product leads for each financial tool for feedback.
With alignment on structure and content strategy, I moved into mid-fidelity — translating our wireframe sessions into defined page templates for each of the 8 landing pages. At this time, I would also decide to roadshow it to design leads and product leads for each financial tool for feedback.
Hi-Fi
Hi-Fi
Hi-Fi
To create the Hi-Fis, I worked closely with Content & Engineering throughout, identifying technical and legal constraints early. The final suite of 8 landing pages was fully on-brand, technically feasible, and — for the first time — presented the bank's financial tools as a connected, navigable ecosystem.
To create the Hi-Fis, I worked closely with Content & Engineering throughout, identifying technical and legal constraints early. The final suite of 8 landing pages was fully on-brand, technically feasible, and — for the first time — presented the bank's financial tools as a connected, navigable ecosystem.
This suite launched in November 2025 with an A/B test of the existing and new Credit Journey pages
This suite launched in November 2025 with an A/B test of the existing and new Credit Journey pages
Results of experiment (As of Jan 2026)
Results of experiment (As of Jan 2026)
CTR:
CTR:
Variant (New Page)
Variant (New Page)
56.3%
56.3%
35,708 / 95,293 Users
35,708 / 95,293 Users
Control (Old Page)
Control (Old Page)
37.5%
37.5%
24,767 / 66,015 Users
24,767 / 66,015 Users
Net new customer conversion also shifted from 0.7% to 3.3% during the test period.
Though full attribution to the page redesign alone would require isolating variables outside of our team's control, including downstream enrollment flow changes and concurrent campaign activity. The 7 net-new product pages have no prior baseline & early data is being collected to establish benchmarks and inform future iterations.
Net new customer conversion also shifted from
0.7% to 3.3%
during the test period.
Though full attribution to the page redesign alone would require isolating variables outside of our team's control, including downstream enrollment flow changes and concurrent campaign activity.
The 7 net-new product pages have no prior baseline & early data is being collected to establish benchmarks and inform future iterations.