Role: Product Designer · Scope: Information Architecture, UX/UI Design, Content Strategy, Responsive Web Design · Platform: Website · Timeline: 1 month

As part of a company-wide rebranding, BJJ and BSQ needed to consolidate two separate websites into a single unified platform. The existing setup created fragmented user journeys, inconsistent brand perception, and operational inefficiency.

The tension: preserve detailed product information without overwhelming visitors who only wanted a high-level view.

Key insight

The challenge was not just merging two platforms — it was reducing complexity while increasing content depth. Users needed both quick understanding and detailed product exploration, which meant designing for entry-level browsing and deep exploration within the same system.

The decision

I explored two approaches — merge all content into a single structure, or build a layered system balancing high-level and detailed content. I chose the layered approach to prevent cognitive overload while preserving product depth.

Guiding principle: a unified platform should feel simpler, not bigger.

What I did

• Redesigned the information architecture to flatten hierarchy, group related content into logical categories, and remove redundant layers
• Introduced segmented navigation — Personal for individual banking needs, Business for business solutions — aligning structure with user intent
• Rebuilt the homepage as a clear entry point with distinct pathways for different user segments, replacing an information dump
• Improved visual hierarchy and content grouping for better scannability
• Designed for future expansion, ensuring the structure could scale with new products

Outcome

User impact: improved content discoverability, reduced confusion navigating between products, faster access to key information, and better understanding of product offerings.

Business impact: increased engagement through navigation clarity, higher conversion potential from clearer CTAs, and improved SEO performance through structured content.

What I learned

Information architecture is critical at scale, and designing scalable systems is not about adding more structure — it’s about making complexity feel manageable. The success of a unified platform lies not in how much it contains, but in how easily users can navigate it.

Full case study: designbyreza.com

Role: Product Designer · Scope: Full redesign · Platform: Mobile · Timeline: 3 months

As Bank Saqu’s product range grew, the homepage accumulated features, promotions, maintenance notices, and partnerships with no hierarchy separating them. It had stopped working as an entry point.

The insight

Competitor analysis across digital banking platforms surfaced the finding that shaped everything: users don’t explore a banking homepage, they scan it for an immediate action. Primary actions must be instantly visible, secondary content shouldn’t compete for attention, and structure matters more than content volume.

The problem wasn’t a lack of features. It was a lack of prioritization.

The decision

I explored two directions — a feature-first layout highlighting all products equally, or an action-first layout prioritizing key user flows. I chose action-first. Usability testing showed users came to check balance, transfer, and pay, not to browse the full product catalogue. A feature-first layout would have continued treating every product as equally important, which was the root cause of the original clutter.

What I did

• Moved primary actions (balance, transfer, pay) to the most prominent position
• Reorganised the page into clear zones — primary actions, services and products, contextual information, promotions
• Built a contextual banner system so maintenance notices and news appear only when relevant, replacing static overload
• Placed promotions in a visible but non-disruptive position, balancing business needs against user tasks
• Simplified balance display to show only usable balance, reducing confusion and speeding up decisions
• Explored multiple layout directions, testing top vs mid-page placement of primary actions and alternative grouping strategies
• Iterated after usability testing — surfaced the account number prominently and increased promo visibility based on findings

Outcome

• Faster access to key actions and reduced friction on primary tasks
• Improved feature discoverability through clearer hierarchy
• A modular, widget-based structure enabling personalization across 4+ product lines
• Stronger foundation for future product expansion

What I learned

Users are task-driven, not exploration-driven. A successful homepage doesn’t show everything — it helps users do the right thing faster.

Full case study: designbyreza.com

Role: Product Designer · Scope: Full redesign · Platform: Mobile · Timeline: 3 months

Post-launch testing showed heavy drop-off in the Saku Kredit lending onboarding — a product serving users from diverse backgrounds including housewives and informal entrepreneurs. Every field was required for compliance, but one participant stopped mid-form and described it as “too long and overwhelming.”

That reframed the problem: not what we asked, but how it was presented.

The decision

I explored two directions — reduce the number of inputs, or reduce perceived complexity. I chose perceived complexity. Compliance limited how many fields could realistically be removed, and usability testing showed frustration came from presentation rather than content. Cutting fields would have created legal risk without solving the actual problem.

What I did

• Benchmarked onboarding patterns across digital banks and lending platforms, identifying step-based flows, progress indicators, and contextual guidance as recurring solutions
• Restructured a dense form into a multi-step flow using progressive disclosure, so users focus on one task at a time
• Introduced a progress indicator to set expectations and reduce anxiety about length
• Ran a UX content audit to remove, merge, and simplify redundant fields
• Simplified labels and microcopy into familiar, everyday language
• Added contextual helper text at the business address section, the sharpest drop-off point
• Validated with usability testing, then refined step grouping to better match user mental models

Outcome

• Onboarding completion rate up ~12%
• No usability testing participant described the redesigned flow as “too long” — the exact complaint that defined the original

The results support the hypothesis that reducing perceived complexity mattered more than reducing input count.

What I learned

Designing for perception can be more impactful than reducing functionality. Users abandon flows not because of length alone, but because of how heavy the experience feels.

Full case study: designbyreza.com

Role: Product Designer · Platform: Mobile · Timeline: 1 month

One onboarding flow served every customer, regardless of why they came. Loan applicants rejected on eligibility were still onboarded into savings accounts they never asked for — leaving roughly one in six new accounts dormant from the day it opened.

The problem

Historical data showed ~72% of new customers arrived with a lending intention. Of those, ~49% were rejected by eligibility criteria, and roughly half of rejected applicants never touched their account again. Compounded, that meant ~18% of all new accounts were dormant from the start, each carrying a fixed operational cost.

Approach

The obvious fix was downstream: better reactivation campaigns, stronger dormancy nudges. I argued the opposite. Dormancy was decided at the start of the funnel — the moment we onboarded someone whose actual goal we had never asked about.

I also avoided rebuilding the journey. The existing flow worked; what it lacked was not a better shape but a signal.

What I did

• Captured intent at entry with a single routing question — savings only, or savings + lending
• Kept the step sequence intact and made data collection conditional on intent, so savings-only customers no longer hit credit-specific fields including SLIK OJK consent
• Redesigned the rejection outcome so cancelling became the primary action and opening a savings account the secondary one, with data deletion framed as a protection rather than a loss
• Resolved a concept-testing finding where the intent question collided with a compliance KYC field, by reframing “opening” vs “using” the account and prefilling the second from the first with conditional logic

Outcome

Modeled against historical rejection and inactivity rates: up to ~18% of new accounts no longer open by default, with a corresponding reduction in recurring dormant-account maintenance cost. These are projections rather than measured post-launch results.

The hard call

Weighting the exit over the sign-up looked like giving away acquisition. Priced against dormancy, it was the cheaper outcome for the business and the honest one for the customer.

Full case study: designbyreza.com