Assessing 7 key J.P. Morgan Wealth Management acquisition journeys in the Chase Mobile® app to identify opportunities for enhancing the user experience and boosting conversion rates for affluent prospects.
We heuristically evaluated 7 key journeys based on the first three shopping stages within the mobile app:
Our team conducted a design-led 3-week audit to identify potential opportunities for improving the advisor shopping experience and optimizing conversion. The audit team consisted of members from Design, Product, Marketing, and UX Research. The steps we took included:
We assessed the journeys, uncovering 132 gaps, and synthesized our findings into 5 key themes to guide the 2024 acquisition journey roadmap, with the goal of increasing higher quality inquiries and advised account openings.
We also identified key opportunities already in progress, as well as those with potential for inclusion in a future roadmap that require longer-term discovery.
We focused on 7 key acquisition journeys within the mobile app, concentrating on the following entry points:
I then created a skeleton prototype to accurately capture each entry point journey. Starting from the overview dashboard, I mapped out each step the user would take to reach the product landing page, which includes a contact form for requesting details about working with an advisor. Below is an example of the skeleton prototype.
I then facilitated a meeting where our team agreed on 10 usability heuristic principles for user interface design from the Nielsen Norman Group to guide our audit, and we prioritized the key heuristics to focus on.
I led a collaborative virtual workshop with representatives from design, product, data, and research to identify gaps and opportunities. Before the workshop, each participant conducted their own assessment based on the principles we had previously aligned on. Our goal was to uncover user experience gaps, identify opportunities, and highlight what was being done well.
During the workshop, we consolidated our findings into a single FigJam file, reviewing each screen according to the shopping stage.
I collaborated with our UX researcher to synthesize our findings into 5 key themes. The themes are:
Parts of the experience have click to actions (CTAs) and other modules that may not relate to what precedes them and thus appear out of context – some break the flow of the user's intent and add friction to the experience. In other places, there is an opportunity to take advantage of the context and place contextual CTAs that can aid conversion.
Some key screens in the experience are lengthy on mobile devices, especially with limited attention spans. Lengthiness is due in part to repetition of phrasing and content presenting opportunities to be more succinct. Improved narratives and reduction of duplicate content will help users from feeling overwhelmed.
Pages that are meant to explain our specific offerings focus heavily on product offerings alone and can lean into J.P. Morgan benefits. Key differentiators are buried within lengthy pages and risk going unnoticed. Parts of the experience where a user is likely to ’understand’ lead straight to contact forms and may cause drop off as the user expects to learn about our services.
While some parts of the experience are functional, they lag current established digital behaviors and thus by comparison appear relatively inconvenient to the user. This especially impacts those users who belong to the ‘Convenience Seeker’ archetype that is one of our key target segments.
Selecting between the three offerings is challenging the way it is presented within the experience. Copy for the choices we offer may not be comprehensible to users who do not understand our business intimately.
Before this work began, Marketing independently drove the strategic agenda, while the quad team primarily served an executional role. There was no unified, customer-focused vision, and little understanding of customers' needs across their end-to-end shopping experience.
I led a design assessment of our experience, working with the quad to conduct a comprehensive customer experience evaluation of our key journeys. Together, we identified significant customer gaps.
Our next steps include:
This work significantly influenced the 2024 roadmap by allocating resources for long-term discovery and quick-win initiatives. We continuously aligned to ensure we were progressively building confidence in our strategy, allowing us to prioritize higher-value initiatives together.
At exhibit-E & Dan Miller Design, I collaborated with a team dedicated to creating digital solutions for clients in the art world. In this role, I took on a variety of responsibilities that required technical expertise, creativity, and strong client collaboration, such as:
The art world requires visually stunning, functional websites that showcase collections and exhibitions while preserving brand identity and user engagement. Each client brought unique needs—balancing aesthetics, usability, and technical performance.
My experience at exhibit-E & Dan Miller Design honed my ability to blend design and technology in service of niche industries. Working with art-focused clients challenged me to think creatively while delivering functional, elegant solutions.
Assessing 7 key J.P. Morgan Wealth Management acquisition journeys in the Chase Mobile® app to identify opportunities for enhancing the user experience and boosting conversion rates for affluent prospects.
We heuristically evaluated 7 key journeys based on the first three shopping stages within the mobile app:
Our team conducted a design-led 3-week audit to identify potential opportunities for improving the advisor shopping experience and optimizing conversion. The audit team consisted of members from Design, Product, Marketing, and UX Research. The steps we took included:
We assessed the journeys, uncovering 132 gaps, and synthesized our findings into 5 key themes to guide the 2024 acquisition journey roadmap, with the goal of increasing higher quality inquiries and advised account openings.
We also identified key opportunities already in progress, as well as those with potential for inclusion in a future roadmap that require longer-term discovery.
We focused on 7 key acquisition journeys within the mobile app, concentrating on the following entry points:
I then created a skeleton prototype to accurately capture each entry point journey. Starting from the overview dashboard, I mapped out each step the user would take to reach the product landing page, which includes a contact form for requesting details about working with an advisor. Below is an example of the skeleton prototype.
I then facilitated a meeting where our team agreed on 10 usability heuristic principles for user interface design from the Nielsen Norman Group to guide our audit, and we prioritized the key heuristics to focus on.
I led a collaborative virtual workshop with representatives from design, product, data, and research to identify gaps and opportunities. Before the workshop, each participant conducted their own assessment based on the principles we had previously aligned on. Our goal was to uncover user experience gaps, identify opportunities, and highlight what was being done well.
During the workshop, we consolidated our findings into a single FigJam file, reviewing each screen according to the shopping stage.
I collaborated with our UX researcher to synthesize our findings into 5 key themes. The themes are:
Parts of the experience have click to actions (CTAs) and other modules that may not relate to what precedes them and thus appear out of context – some break the flow of the user's intent and add friction to the experience. In other places, there is an opportunity to take advantage of the context and place contextual CTAs that can aid conversion.
Some key screens in the experience are lengthy on mobile devices, especially with limited attention spans. Lengthiness is due in part to repetition of phrasing and content presenting opportunities to be more succinct. Improved narratives and reduction of duplicate content will help users from feeling overwhelmed.
Pages that are meant to explain our specific offerings focus heavily on product offerings alone and can lean into J.P. Morgan benefits. Key differentiators are buried within lengthy pages and risk going unnoticed. Parts of the experience where a user is likely to ’understand’ lead straight to contact forms and may cause drop off as the user expects to learn about our services.
While some parts of the experience are functional, they lag current established digital behaviors and thus by comparison appear relatively inconvenient to the user. This especially impacts those users who belong to the ‘Convenience Seeker’ archetype that is one of our key target segments.
Selecting between the three offerings is challenging the way it is presented within the experience. Copy for the choices we offer may not be comprehensible to users who do not understand our business intimately.
Before this work began, Marketing independently drove the strategic agenda, while the quad team primarily served an executional role. There was no unified, customer-focused vision, and little understanding of customers' needs across their end-to-end shopping experience.
I led a design assessment of our experience, working with the quad to conduct a comprehensive customer experience evaluation of our key journeys. Together, we identified significant customer gaps.
Our next steps include:
This work significantly influenced the 2024 roadmap by allocating resources for long-term discovery and quick-win initiatives. We continuously aligned to ensure we were progressively building confidence in our strategy, allowing us to prioritize higher-value initiatives together.
