Single Card Dashboard
2024
Mobile
B2C
Design Systems Team x Card Team @ Chase
I drove end-to-end design for a redesign of Chase's single card home experience for 22.5M users, navigating competing stakeholder priorities to ship an MVP that delivered +7 NPS, +2.9% CSAT, and 68.8% increase in benefits access
I drove end-to-end design for a redesign of Chase's single card home experience for 22.5M users, navigating competing stakeholder priorities to ship an MVP that delivered +7 NPS, +2.9% CSAT, and 68.8% increase in benefits access
Role: Senior Product Designer
Collaborated with, 1 hands-off design lead on design systems team, 2 product managers & 2 engineering teams (design systems & card).
Design Philosophy
Design Philosophy
People First:
People First:
Design with inclusion as a baseline, not a feature.
Design with inclusion as a baseline, not a feature.
Design with inclusion as a baseline, not a feature.
Lead with curiosity:
Lead with curiosity:
Collaborate openly, and challenge assumptions to ensure we are solving the right problems—for everyone.
Collaborate openly, and challenge assumptions to ensure we are solving the right problems—for everyone.
Collaborate openly, and challenge assumptions to ensure we are solving the right problems—for everyone.
The Problem
The Problem
22.5M customers had only one product: a credit card and they underperformed on satisfaction.
22.5M customers had only one product: a credit card and they underperformed on satisfaction.
22.5M customers had only one product: a credit card and they underperformed on satisfaction.
Why?
Why?
Why?
Our customers say it best:
Our customers say it best:
"So hard to find the list of all transactions. The button should be more obvious."
"So hard to find the list of all transactions. The button should be more obvious."
“I can’t even find where to make a payment.”
“I can’t even find where to make a payment.”
“Where is the damn thing where I can turn off my card for a bit? Can’t find it!”
“Where is the damn thing where I can turn off my card for a bit? Can’t find it!”
Analysis
Analysis
Analysis
In the current single card user flow, completing simple customer JTBDs meant digging 1–2 levels deep
In the current single card user flow, completing simple customer JTBDs meant digging 1–2 levels deep
A competitive audit of top competitors like American Express and Capital One revealed areas of convergence—alongside clear opportunities for us to stand apart.
A competitive audit of top competitors like American Express and Capital One revealed areas of convergence—alongside clear opportunities for us to stand apart.
KPIs
KPIs
70+
70+
NPS Goal
NPS Goal
85
85
CSAT Score
CSAT Score
#1
#1
JD Power Rank
JD Power Rank
Starting small
Starting small
Starting small
I began by developing a lo-fi, blue-sky concept to frame the opportunity and get leadership to reveal their actual priorities early. Early feedback clarified several key points:
I began by developing a lo-fi, blue-sky concept to frame the opportunity and get leadership to reveal their actual priorities early. Early feedback clarified several key points:
Banks are often resistant to change
Banks are often resistant to change
Management prioritized speed to market
Management prioritized speed to market
Our team was operating under a tightly defined/suggested leadership vision
Our team was operating under a tightly defined/suggested leadership vision
Faced with urgency and an ambiguous satisfaction target, we defined a phased approach focused on incremental impact.
Faced with urgency and an ambiguous satisfaction target, we defined a phased approach focused on incremental impact.
Testing
Testing
Testing
Next, I co-lead an 4-week unmoderated quantitative usability test of 360 card-only and multi-product users to test:
Overall customer sentiment
Sentiment by content type
Optimal content frequency (4 transactions, 4 days, 5–7 transactions)
Next, I co-lead an 4-week unmoderated quantitative usability test of 360 card-only and multi-product users to test:
Overall customer sentiment
Sentiment by content type
Optimal content frequency (4 transactions, 4 days, 5–7 transactions)
Quantitative Results
Quantitative Results
73%
73%
said tiles did not hurt the UX
said tiles did not hurt the UX
Benefits
Benefits
Benefits
tile was most likely to be clicked
tile was most likely to be clicked
4-7
4-7
Transactions were an acceptable frequency
Transactions were an acceptable frequency
Going big
Going big
Going big
With strong leadership momentum, we were tasked with defining an MVP within weeks.
I approached this by:
Working iteratively in tight feedback loops
Deconstructing the page into three strategic sections to simplify scope
With strong leadership momentum, we were tasked with defining an MVP within weeks.
I approached this by:
Working iteratively in tight feedback loops
Deconstructing the page into three strategic sections to simplify scope
Roadblock
Roadblock
We faced significant stakeholder pressure as teams vied for dashboard visibility.
I had to intervene to prevent a "wall of ads" experience:
a cluttered UI that would have compromised core user task success and diluted our primary value props.
We faced significant stakeholder pressure as teams vied for dashboard visibility.
I had to intervene to prevent a "wall of ads" experience:
a cluttered UI that would have compromised core user task success and diluted our primary value props.
We faced significant stakeholder pressure as teams vied for dashboard visibility.
I had to intervene to prevent a "wall of ads" experience: a cluttered UI that would have compromised core user task success and diluted our primary value props.
Solution
Solution
I collaborated with product on a business-impact framework to de-prioritize lower-intent features into contextual "benefit tiles," protecting high-value real estate for core drivers like Ultimate Rewards.
I collaborated with product on a business-impact framework to de-prioritize lower-intent features into contextual "benefit tiles," protecting high-value real estate for core drivers like Ultimate Rewards.
Mid-Fi Feedback
Mid-Fi Feedback
HI-Fi MVP
HI-Fi MVP
We prepared for a high-stakes roadshow with the CEO of Chase to socialize the new dashboard vision. Here are some of the contenders:
We prepared for a high-stakes roadshow with the CEO of Chase to socialize the new dashboard vision. Here are some of the contenders:
Final MVP
Final MVP
Final MVP
The final direction was selected for its scalability and reduced cognitive load.
By stripping away redundant entry points, we created a consistent, intent-based experience that prioritizes high-frequency tasks over promotional noise.
The final direction was selected for its scalability and reduced cognitive load.
By stripping away redundant entry points, we created a consistent, intent-based experience that prioritizes high-frequency tasks over promotional noise.
Scroll though the prototype ➡️
Scroll though the prototype ⬇️
This variation launched in November 2024. Before launch, I transitioned teams after a full hand-off.
This variation launched in November 2024. Before launch, I transitioned teams after a full hand-off.
Quantitative Results (As of May 2025)
Quantitative Results (As of May 2025)
+7
+7
Point NPS Increase
Point NPS Increase
+2.9%
+2.9%
+2.9%
CSAT Score
CSAT Score
+68.8%
+68.8%
Access to benefts
Access to benefts
Reflections
Reflections
Choosing Stability Over Speed:
To ensure a seamless launch, we led with a conservative MVP that respected our aggressive timeline and massive user base.
Choosing Stability Over Speed:
To ensure a seamless launch, we led with a conservative MVP that respected our aggressive timeline and massive user base.
Where I’d Take it Next:
I see a huge opportunity to use multivariate testing to prove out the more "refreshing" paradigms we explored during the roadshow
Where I’d Take it Next:
I see a huge opportunity to use multivariate testing to prove out the more "refreshing" paradigms we explored during the roadshow