The Challenge
Increase conversions on the new Digital Account landing page by applying behavioral design principles, with a focus on:

• Making the core economic benefit visible from the very first moment.
• Reducing the frictions that caused hesitation and decision paralysis.
• Simplifying the interpretation of secondary benefits without overwhelming the user.

Actions Taken

1. Reframing the main benefit (Hero)
   We redesigned the Hero to highlight the monthly financial gain directly and concretely.
   → “Earn X€ every month from day one.”

2. Benefit calculator (reducing uncertainty)
   We added a small module where users can enter their balance and immediately see their real benefit.
   → Less uncertainty, more clarity.

3. Simplifying benefits (lower cognitive load)
   We grouped real advantages into simple bullet points:

• No fees
• 100% digital
• Immediate transfers

4. Social proof + authority
   We showed real satisfaction data and recognitions from the bank.
   → Increased trust and credibility.

5. Clear step-by-step flow (reduced effort)
   We explicitly clarified the process:
   → Less perceived effort → more action.

Behavioral Design Principles Applied

• Framing
  Economic benefit visible from the first glance.

• Reducing cognitive friction
  Calculator + simplified benefits.

• Social proof / Authority
  Satisfaction data + recognitions.

• Guided action
  Clear steps → reduced perceived effort.

Conclusion
The collaboration with Bankinter demonstrated how a behavior-driven, clarity-focused approach can transform a critical acquisition journey. By simplifying the flow and improving the way information was framed, we helped users move through the process with greater confidence, reducing friction in key decision points and increasing their understanding of the product without adding complexity.
Beyond improving the user experience, the project strengthened alignment across business, design, and engineering. It enabled more informed decision-making and a shared, unified view of the customer journey. The result was a clearer, more efficient, and scalable process—one that supports future iterations and provides a stronger foundation for both users and the organization.

The Challenge
TUI wanted to improve how hotel managers operate and make decisions in hotels of up to 200 rooms. They needed a fast, intuitive platform that would bring together:

• Real-time hotel performance data
• Competitor insights
• Simplified daily operations
• Clearer decision-making
• Motivational mechanisms

All within a context where no prior documentation existed, processes varied across hotels, and a new multi-disciplinary team had just been formed.
To achieve this, TUI launched a new internal Tribe (The Longing Place – TLP), combining product managers, designers, developers, and stakeholders working together on a unified product vision.

Actions Taken

1. Research with hotel managers (real behavioral insights)
   Because this project was built from scratch, our first priority was understanding hotel managers’ needs, workflows, and motivations.

a. Stakeholder & user interviews
b. Co-creation sessions
c. Documentation & synthesis
d. User flows & behavioral maps

2. Product design
   The design team worked with an Agile methodology, with daily ceremonies and continuous alignment across squads.

· Prototyping
· Design System
· Usability testing

My role focused on aligning Design, Business, and Development, ensuring smooth communication across teams and a shared vision of the product.

3. Gamification strategy
   To increase motivation and daily engagement, we introduced gamification elements grounded in behavioral design principles:
   · Behavioral insights
   · New interaction flows
   · Rewards & reinforcement

A more engaging platform with a sense of progress, achievement, and belonging — significantly increasing frequency of use.

Behavioral Design Principles Applied:

• Framing
  Clear dashboards, simplified metrics, actionable insights.

• Gamification / Motivation
  Rewards, recognitions, and daily tasks.

• Guided action
  Step-by-step flows for complex decisions.

• User-aligned mental models
  Interface aligned to the real behavior of hotel managers.

• Signals & immediate feedback
  Visible signs of progress and motivational cues.

Conclusion
The TUI Spain project demonstrated how behavior-centered design, combined with agile methodologies, can transform the way hotel managers work across the hospitality sector.
We built a platform that significantly improved:

· Decision-making,
· Operational efficiency,
· Motivation and daily engagement,
· Collaboration between business, design, and engineering.

This became a key internal tool within TUI, showing how thoughtful design, behavioral insight, and technology can work together to create measurable impact on both user experience and business results.

The Challenge
The POS contracting process for small businesses was perceived as complex and slow. Santander needed to understand the real user journey, identify frictions and risks, simplify key decisions, highlight the POS value from the beginning, detect abandonment points, and generate behavioral recommendations to improve conversion.

Actions Taken

1. UX hygiene analysis
   We conducted a full UX audit of the contracting funnel, identifying navigation inconsistencies, visual overload, ambiguous microcopy, unnecessary friction, and critical pain points during review and confirmation stages.

2. Context analysis
   To understand how business owners evaluate and choose a POS, we analyzed the decision context across four dimensions:
   – Economic (fees, financial impact, price sensitivity)
   – Temporal (time constraints and availability)
   – Structural (device requirements, operational constraints)
   – Emotional (trust, uncertainty, risk avoidance)

3. Decision architecture
   Using behavioral design principles, we restructured the flow so each step reinforced clarity and momentum. We assessed user goals, information needs, cognitive effort, motivation drivers, and barriers preventing progress.

4. Funnel analysis
   We mapped the full POS contracting funnel:
   Awareness (need identification), Consideration (process evaluation), Decision (execution), and Retention (post-purchase perception).
   This allowed us to identify friction points, behavioral blockers, and missed opportunities at each stage.

5. Behavioral framework — Fogg Model
   We applied the Fogg Behavior Model to understand when and why users progressed or dropped off. We evaluated motivation, ability (ease, effort, comprehension), and prompts needed to trigger action.

6. Behavioral mapping
   We identified key motivations, emotional states, decision bottlenecks, perceived risks, trust-building moments, and points where value needed reinforcement, translating insights into behavior-based recommendations.

Behavioral Design Principles Applied
– Reframing the main message to “earn more by accepting card payments”
– Reducing cognitive friction through clearer value explanation and decision structure
– Streamlining flows to reduce effort
– Guiding action with clear prompts and progressive disclosure
– Aligning recommendations with real business-owner mental models

Conclusion
This project reimagined the POS contracting process from a behavioral and business perspective. Through a comprehensive audit of motivations, frictions, anxieties, and real-world decision patterns, we identified critical conversion blockers, structural and psychological friction, opportunities to strengthen value perception, and key moments where trust must be reinforced.