Henrique Müller Portfolio

skills

About

All design process

Consortium - Banco do Brasil
Improving a Billion-Dollar Product

2023-2025

All design process

Consortium - Banco do Brasil
Improving a Billion-Dollar Product

2023-2025

Company

Banco do Brasil

Banco do Brasil is the biggest bank in Brazil with more than 78 million active customers, with bank branches spread throughout the Brazilian territory.

Tools

Figma

Maze

about the product

Consortium Banco do Brasil

Um consórcio é uma forma de compra planejada em grupo, onde pessoas com objetivos em comum pagam parcelas mensais para formar um fundo. A cada mês, um ou mais participantes são contemplados com uma carta de crédito por sorteio ou lance, permitindo-lhes adquirir o bem ou serviço desejado, como imóveis, carros, motos ou serviços.

Consortium BB

Big numbers 2024

1,8 M+

of active quotas

400.000+

consortia awarded

per year

of letters of credit paid per year

R$ 12 bi

What was the challenge?

Data-driven

Understanding the user's pain points

The main challenge was understanding how to improve the overall experience across both the app and the official website, which were inconsistent and not meeting user expectations. As a UX Designer, my first step was to collect and analyze qualitative and quantitative data to uncover pain points — using tools like heatmaps, session recordings, and user surveys.

Squad Consortium (mobile and web)

Position: UX/UI Designer

My Role: Research, Workshops, Lean Inception, Kickoff, Prototyping, Interaction Design and usability Testing.

Hightlishts::

Mapping the key user pain points.

Improvements for the “ Simulation and Contracting” flow.

Redesigning the entire “ Credit Letter Payment” Flow

Facilitating dynamic workshop and sessions with team and stakeholder.

Squad Consortium (mobile and web)

Position: UX/UI Designer

My Role: Research, Workshops, Lean Inception, Kickoff, Prototyping, Interaction Design and usability Testing.

Hightlishts::

Mapping the key user pain points.

Improvements for the “ Simulation and Contracting” flow.

Redesigning the entire “ Credit Letter Payment” Flow

Facilitating dynamic workshop and sessions with team and stakeholder.

Squad Consortium (mobile and web)

Position: UX/UI Designer

My Role: Research, Workshops, Lean Inception, Kickoff, Prototyping, Interaction Design and usability Testing.

Hightlishts:

Mapping the key user pain points.

Improvements for the “ Simulation and Contracting” flow.

Redesigning the entire “ Credit Letter Payment” Flow, Facilitating dynamic workshop and sessions with team and stakeholder.

Improvements in the " Simulation and Contracting" Flow

When i began my work at Banco do Brasil, i was responsible for updating the simulation and contracting flow to match the new design system version of the bank. Alongside this, I conducted user tests to gain insights into user interactions with the tool and implemented improvements based on my findings.

Facilitation of

lean inception

i led a Lean Inception with Banco do Brasil, a Five-day session with up to 15 participants, to kickstart a new project: develping the "Credit Letter Payment Flow".
See below for a snapshot of our activities during the Leand Inception.

Credit letter payment flow

After finishing the research and planning, we made the project real by designing screens with all the information we gathered.

We checked and tested the designs before giving them to the developers.

I also worked with a UX Writer to make sure all the text matches the bank's style.

The Process

I then led a series of user interviews and usability tests to better understand behaviors, motivations, and frustrations. This helped validate our hypotheses and gave us a clear picture of where the experience was breaking down.

At the same time, I facilitated workshops with stakeholders from marketing, engineering, and business to align on priorities and define success metrics. These sessions were key to fostering a shared understanding of user needs and balancing them with business goals.

Following the design thinking framework, we moved through stages of empathize, define, ideate, prototype, and test — iterating quickly based on insights from both users and data. The process not only improved usability and consistency across channels but also established a more collaborative and research-driven culture within the team.

Kickoff and briefing

The product team and the consortium's main stakeholders, 13 managers and directors, gathered. I led the dynamic, and another designer assisted me in gathering insights.

During the 60-minute dynamic, the team answered the dynamic cards to better understand

what the briefing would cover and how the Consortium UX team could work to find it.

The following points were prioritized:

Creating a dedicated area for consortia, like a dashboard, for both the app and the web.

The use of hyper-personalization was also suggested to personalize the experience, with promotions and offers specific to each user profile.

Facilitation of lean inception

CSD MATRIX & Affinity board

Ater the Lean inception, we filtered insights using the CSD matrix generated during the session. Grouping post-it by affinity helped categorize ideas visually.

This mapped out user pain points, process challenges and technical limitations in development.

With a clear understanding, I met with the Product Owner to prioritize tasks and assess feasibility. We then devised a structured action plan committed to enhancing user experience and internal processes.

"In 2024, BB's revenue from consortium services grew 17.4%, and in 2023, BB Consórcios posted a record profit of R$1 billion in the first ten months. Furthermore, in 2023, consortium sales hit a record high of R$13.5 billion.."

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Consortium BB

Big numbers 2024

of active quotas

1,8 M+

consortia awarded

per year

400.000

of letters of credit paid per year

R$ 12 bi

Consortium BB

Big numbers 2024

1,8 M+

of active quotas

400.000

consortia awarded

per year

R$ 12 bi

of letters of credit paid per year

CSD MATRIX & Affinity board

Ater the Lean inception, we filtered insights using the CSD matrix generated during the session. Grouping post-it by affinity helped categorize ideas visually.

This mapped out user pain points, process challenges and technical limitations in development.

CSD MATRIX & Affinity board

Ater the Lean inception, we filtered insights using the CSD matrix generated during the session. Grouping post-it by affinity helped categorize ideas visually.

This mapped out user pain points, process challenges and technical limitations in development.

Kickoff and briefing

The product team and the consortium's main stakeholders, 13 managers and directors, gathered. I led the dynamic, and another designer assisted me in gathering insights.

During the 60-minute dynamic, the team answered the dynamic cards to better understand

what the briefing would cover and how the Consortium UX team could work to find it.

The following points were prioritized:

Creating a dedicated area for consortia, like a dashboard, for both the app and the web.

The use of hyper-personalization was also suggested to personalize the experience, with promotions and offers specific to each user profile.

Kickoff and briefing

The product team and the consortium's main stakeholders, 13 managers and directors, gathered. I led the dynamic, and another designer assisted me in gathering insights.

During the 60-minute dynamic, the team answered the dynamic cards to better understand

what the briefing would cover and how the Consortium UX team could work to find it.

The following points were prioritized:

Creating a dedicated area for consortia, like a dashboard, for both the app and the web.

The use of hyper-personalization was also suggested to personalize the experience, with promotions and offers specific to each user profile.

CSD MATRIX &

Affinity board

Ater the Lean inception, we filtered insights using the CSD matrix generated during the session. Grouping post-it by affinity helped categorize ideas visually.

This mapped out user pain points, process challenges and technical limitations in development.

CSD MATRIX &

Affinity board

Ater the Lean inception, we filtered insights using the CSD matrix generated during the session. Grouping post-it by affinity helped categorize ideas visually.

This mapped out user pain points, process challenges and technical limitations in development.

Kickoff and briefing

During the 60-minute dynamic, the team answered the dynamic cards to better understand

what the briefing would cover and how the Consortium UX team could work to find it.

The following points were prioritized:

Creating a dedicated area for consortia, like a dashboard, for both the app and the web.

The use of hyper-personalization was also suggested to personalize the experience, with promotions and offers specific to each user profile.

The product team and the consortium's main stakeholders, 13 managers and directors, gathered. I led the dynamic, and another designer assisted me in gathering insights.

Kickoff and briefing

During the 60-minute dynamic, the team answered the dynamic cards to better understand

what the briefing would cover and how the Consortium UX team could work to find it.

The following points were prioritized:

Creating a dedicated area for consortia, like a dashboard, for both the app and the web.

The use of hyper-personalization was also suggested to personalize the experience, with promotions and offers specific to each user profile.

The product team and the consortium's main stakeholders, 13 managers and directors, gathered. I led the dynamic, and another designer assisted me in gathering insights.