Challenges

• Fitting agile sprints into Waterfall project delivery

• Working on both B2B and B2C work streams simultaneously

• Little project momentum and direction

• Project scope changes

• Siloed working across Travelex offices

• No research budget

• Covid 19

Overview

Historically, Travelex has maintained a transactional relationship with its customers. The aim of this project was to digitally transform Travelex into a customer-centric business. Taking the senior stakeholders on a journey I helped scope the project for the creation of a white-label offering for Travelex and its B2B partners.

Duration

7 months

Talking to the Business

I reviewed previously produced UX mock-ups and the current Travelex website, I also met with the senior stakeholders from both B2B and B2C workstreams to gain an understanding of the challenges the business faced. The stakeholders were concerned about the progress of the project as it had started but lost momentum. It became apparent that investigating the Travelex B2C customer pain points would inform the strategy to solve the B2B customer pain points.

Roadmap Workshop

In a project roadmap workshop for the digital transformation Salesforce SaaS project, I communicated the problems I had discovered and the importance of research to senior stakeholders. It became clear that Travelex wanted to move towards a customer-centric company but did not know how. They were also unclear about the needs of their partners and customers.

Service Design Blueprint

Travelex in its 8 months of working on project Oreo before my joining had gathered a lot of information on partner’s and customer’s needs, but due to work silos and poor documentation, this information was either lost or not readily available. To resolve this problem I created a service design blueprint that showed the research Travelex had, in relation to specific points in the users journey.

The service design blueprint was designed to map out the needs and pain points of B2C customers, B2B partners and Travelex’s business needs. This would be supported by any evidence Travelex had. Once completed I discussed the Service Design Blueprint with the Global Transformation Director before I shared it with the wider team. I encouraged the team to continuously feed into the blueprint as it was an evolving document which would be updated as we discovered, proved or disproved information.

Project Scope

Using the insights gathered from the service design blueprint, I was well-positioned to contribute to the scoping workshop. This workshop aimed to provide the digital team with clear direction and defined deliverables. I emphasised a modular design approach, enabling both partners and Travelex to maintain a degree of autonomy with minimal effort required from the digital team and salesforce engineers. Additionally, I leveraged the service design blueprint to break down the work into smaller Agile sprints, which could seamlessly feed into the wider product team's Waterfall approach. We decided to initially focus on Sainsbury’s, as they were Travelex’s largest customer. As a result, the focus of design phase one was designing the Travelex currency system and then collaborating with Sainsbury’s stakeholders to validate our white-label system.

Wireframe

I created a wireframe to start a conversation with the product teams. This enabled me to encourage team collaboration and chip away at the siloed working culture. With great feedback from the digital team on my wireframe, I was able to tease out business assumptions about what customer pain points existed. I added them to the Service Design Blueprint.

Wireframes of the Travelex entry module and checkout flow

B2B Partner Interviews

I met with Sainsbury’s, Travelex’s largest partner for phase one. I used the service design blueprint to discuss and collaborate on areas of investigation. We discussed pain points and any additional challenges they believed Travelex could address within the travel money offering. Sainsbury’s also expressed a desire for the ability to display promotional content, which was subsequently incorporated into the service design blueprint.

MOSCOW Prioritisation

I shared the updated blueprint in a workshop and used the MOSCOW technique to prioritise Sainsbury’s requirements.

Agile sprint

I broke the prioritised features into 4 design sprints: entry module, checkout flow, account and fulfilment. I focused on the entry module and the checkout flow first. I conducted a competitive analysis to see how other companies addressed similar design challenges. For the checkout flow, I mapped out the information that would be included in a screen flow. I then went through the screen flow with the compliance team to ensure it would be possible from a regulatory point of view. After this, I did the same with the Salesforce engineers to ensure Salesforce would enable the entry module and the checkout flow.

Concepts and Designs

The Service Design Blueprint highlighted that users did not know how much money they should exchange for their trip as a pain point. In response to this, as part of the entry module I designed a section that would react to the entered destination to give users the average cost of relatable expenses.

I then designed promotional and up-sell areas as requested by the stakeholders from Sainsbury’s. I also simplified the multiple currencies display, as well as the money travel card top-up and cash ordering option.

Guerilla Test

As a result of the Covid-19 outbreak I was unable to test the wireframes with physical users and having no research budget meant I could not test with users remotely. To compensate for this I guerilla tested the wireframes internally with non-digital Travelex staff. I held a meeting with the Salesforce Engineer; Data Specialist and UX Researcher. In this meeting, we fleshed out parts of the wireframes that needed more thought, whilst ensuring all elements could be built within Salesforce.

A/B Test Documentation

I also compensated for the lack of research budget by asking the Data Specialist and UX Researcher for input on what we should A/B test to validate our designs after they had gone live. Following this, I created a document with a list of things to A/B test.

Delivery

I collaborated with the Salesforce engineers by participating in their weekly production meetings and adding assets and functionality notes to Confluence tickets. I also arranged check-in meetings with Sainsbury’s stakeholders to update them on the work that was being done and also get their input on data points for the build that would enable us to A/B test and continuously learn once the product was launched.