Today Card Mobile App
I set out to revise our mobile app to make it more user friendly, a bit more modern, and to align with changes to our brand standards. In this case, an app already existed but it was very old and had not been updated in years in regards to UX. They built it once and just made sure it stayed secure. So I set out to create the best possible user experience for our customers.
I set out to revise our mobile app to make it more user friendly, a bit more modern, and to align with changes to our brand standards. In this case, an app already existed but it was very old and had not been updated in years in regards to UX. They built it once and just made sure it stayed secure. So I set out to create the best possible user experience for our customers.
I set out to revise our mobile app to make it more user friendly, a bit more modern, and to align with changes to our brand standards. In this case, an app already existed but it was very old and had not been updated in years in regards to UX. They built it once and just made sure it stayed secure. So I set out to create the best possible user experience for our customers.
Edit: Sorry, Kids, I Fucked Up
Edit: Sorry, Kids, I Fucked Up
I feel like this is important to note before we get started here. At the time I was working on this project, I wasn’t thinking about portfolios and case studies. As a result, I don’t have any of the “before” screenshots. Since the app has been replaced (and the company acquired more recently), I can’t exactly go get them now either. It’s like a before-and-after where you just have to take my word for it that it used to be worse.
I feel like this is important to note before we get started here. At the time I was working on this project, I wasn’t thinking about portfolios and case studies. As a result, I don’t have any of the “before” screenshots. Since the app has been replaced (and the company acquired more recently), I can’t exactly go get them now either. It’s like a before-and-after where you just have to take my word for it that it used to be worse.
I feel like this is important to note before we get started here. At the time I was working on this project, I wasn’t thinking about portfolios and case studies. As a result, I don’t have any of the “before” screenshots. Since the app has been replaced (and the company acquired more recently), I can’t exactly go get them now either. It’s like a before-and-after where you just have to take my word for it that it used to be worse.
The Final Results
The Final Results
Final Results
Results
Results
Results
There really wasn’t any way to make the app worse than it was (according to users). So it was expected that we would see positive results. The old version featured several things users expected, but couldn't do. For instance, they couldn’t add/edit their banking information in the app. They had to do that online. They couldn’t set up AutoPay in the app either, which became a business priority, because the more customers using AutoPay, the fewer people forget to pay their bill. It’s a direct correlation. So the end result, by all measures, was quite successful and the Executive Team was very happy.
There really wasn’t any way to make the app worse than it was (according to users). So it was expected that we would see positive results. The old version featured several things users expected, but couldn't do. For instance, they couldn’t add/edit their banking information in the app. They had to do that online. They couldn’t set up AutoPay in the app either, which became a business priority, because the more customers using AutoPay, the fewer people forget to pay their bill. It’s a direct correlation. So the end result, by all measures, was quite successful and the Executive Team was very happy.
There really wasn’t any way to make the app worse than it was (according to users). So it was expected that we would see positive results. The old version featured several things users expected, but couldn't do. For instance, they couldn’t add/edit their banking information in the app. They had to do that online. They couldn’t set up AutoPay in the app either, which became a business priority, because the more customers using AutoPay, the fewer people forget to pay their bill. It’s a direct correlation. So the end result, by all measures, was quite successful and the Executive Team was very happy.
Notable Outcomes for the Business
Notable Outcomes for the Business
24% increase in use of AutoPay
9% decrease in late/missed payments
Decreased Charge Off of delinquent accounts
24% increase in use of AutoPay
9% decrease in late/missed payments
Decreased Charge Off of delinquent accounts
24% increase in use of AutoPay
9% decrease in late/missed payments
Decreased Charge Off of delinquent accounts
Identified Priorities for MVP
Identified Priorities for MVP
Simplified AutoPay settings
Add/Edit/Connect bank accounts
Sign On updates to new protocols (transitioning off of Okta)
“Pay your bill in under 2 minutes” for non AutoPay customers
Quickly identify balance, payments, and transaction snapshots
Simplified AutoPay settings
Add/Edit/Connect bank accounts
Sign On updates to new protocols (transitioning off of Okta)
“Pay your bill in under 2 minutes” for non AutoPay customers
Quickly identify balance, payments, and transaction snapshots
Simplified AutoPay settings
Add/Edit/Connect bank accounts
Sign On updates to new protocols (transitioning off of Okta)
“Pay your bill in under 2 minutes” for non AutoPay customers
Quickly identify balance, payments, and transaction snapshots
Introduction
Introduction
Introduction
Project Background
Project Background
Background
The existing app was old and outdated. It had been years since it was initially designed, and was never updated along the way. We made technology updates and security updates, but the design solution was always “just migrate it exactly as is.” It was clunky, the UX was terrible, and most of our customers didn’t use it at all.
What’s worse, when we tested the original app to get feedback, several users said it made us look unprofessional, while others said it seemed “outright scammy.” Terrible news when you’re asking people to trust you with their most important data.
The existing app was old and outdated. It had been years since it was initially designed, and was never updated along the way. We made technology updates and security updates, but the design solution was always “just migrate it exactly as is.” It was clunky, the UX was terrible, and most of our customers didn’t use it at all.
What’s worse, when we tested the original app to get feedback, several users said it made us look unprofessional, while others said it seemed “outright scammy.” Terrible news when you’re asking people to trust you with their most important data.
The existing app was old and outdated. It had been years since it was initially designed, and was never updated along the way. We made technology updates and security updates, but the design solution was always “just migrate it exactly as is.” It was clunky, the UX was terrible, and most of our customers didn’t use it at all.
What’s worse, when we tested the original app to get feedback, several users said it made us look unprofessional, while others said it seemed “outright scammy.” Terrible news when you’re asking people to trust you with their most important data.
A Short Research Summary
Research Summary
Research Summary
Summary
Research
Research
Research
Summary: Everyone hated our app. I won’t bore you with the details of our research, but I will tell you this feedback we got from customers because it made me laugh. When we initially talked to customers, the feedback was “I don’t really use the app.” One lovely gentleman said “The app is so stupid it actually makes me angry.” So that was cool.
But he wasn’t wrong either. It was stupid. You can use the app to make a payment, but if you need to change your bank to do it, you have to go online. You can make a payment in 3 steps online, but it took 7 steps on the app. It didn’t make sense. We had to do better.
Summary: Everyone hated our app. I won’t bore you with the details of our research, but I will tell you this feedback we got from customers because it made me laugh. When we initially talked to customers, the feedback was “I don’t really use the app.” One lovely gentleman said “The app is so stupid it actually makes me angry.” So that was cool.
But he wasn’t wrong either. It was stupid. You can use the app to make a payment, but if you need to change your bank to do it, you have to go online. You can make a payment in 3 steps online, but it took 7 steps on the app. It didn’t make sense. We had to do better.
Summary: Everyone hated our app. I won’t bore you with the details of our research, but I will tell you this feedback we got from customers because it made me laugh. When we initially talked to customers, the feedback was “I don’t really use the app.” One lovely gentleman said “The app is so stupid it actually makes me angry.” So that was cool.
But he wasn’t wrong either. It was stupid. You can use the app to make a payment, but if you need to change your bank to do it, you have to go online. You can make a payment in 3 steps online, but it took 7 steps on the app. It didn’t make sense. We had to do better.
More Stuff that Happened
More Stuff that Happened
We took advantage of the broader redesign project for a bit of a brand refresh. We chose a more modern typeface that had a higher x-height so we could increase readability. We gussied up the colors a bit and created a Type Scale and brand library for Figma to keep everything consistent. We built out a component library to quickly iterate design mockups. We worked with engineering to identify all the various error screens, edge cases, and anything of note that we needed to include in our mockups. Just a whole bunch of stuff happened, which is normal for Product Design. You get stuff done.
We took advantage of the broader redesign project for a bit of a brand refresh. We chose a more modern typeface that had a higher x-height so we could increase readability. We gussied up the colors a bit and created a Type Scale and brand library for Figma to keep everything consistent. We built out a component library to quickly iterate design mockups. We worked with engineering to identify all the various error screens, edge cases, and anything of note that we needed to include in our mockups. Just a whole bunch of stuff happened, which is normal for Product Design. You get stuff done.
We took advantage of the broader redesign project for a bit of a brand refresh. We chose a more modern typeface that had a higher x-height so we could increase readability. We gussied up the colors a bit and created a Type Scale and brand library for Figma to keep everything consistent. We built out a component library to quickly iterate design mockups. We worked with engineering to identify all the various error screens, edge cases, and anything of note that we needed to include in our mockups. Just a whole bunch of stuff happened, which is normal for Product Design. You get stuff done.
Final Product
Final Product
Final Product
Launching the MVP
Launching MVP
Launching MVP
Launching
Once we had a really solid direction for the look and feel of the site we started going through the user flows and crafting all the screens to align with the primary functionality. It then set up a series of moderated tests with specific tasks we needed them to perform. For the tests, we used real customers that responded to an intercept survey. Since these were prototypes and not functioning versions, they couldn’t really make the wrong choices (which I don’t need to explain to you).
We got a lot of good feedback from the test subjects about the design and steps necessary. One positive piece of feedback was the overwhelming approval of the payment flow. We worked hard to simplify it in a way that could translate to the new version of the website, and customers were elated at how simple it was.
Once we had a really solid direction for the look and feel of the site we started going through the user flows and crafting all the screens to align with the primary functionality. It then set up a series of moderated tests with specific tasks we needed them to perform. For the tests, we used real customers that responded to an intercept survey. Since these were prototypes and not functioning versions, they couldn’t really make the wrong choices (which I don’t need to explain to you).
We got a lot of good feedback from the test subjects about the design and steps necessary. One positive piece of feedback was the overwhelming approval of the payment flow. We worked hard to simplify it in a way that could translate to the new version of the website, and customers were elated at how simple it was.
Once we had a really solid direction for the look and feel of the site we started going through the user flows and crafting all the screens to align with the primary functionality. It then set up a series of moderated tests with specific tasks we needed them to perform. For the tests, we used real customers that responded to an intercept survey. Since these were prototypes and not functioning versions, they couldn’t really make the wrong choices (which I don’t need to explain to you).
We got a lot of good feedback from the test subjects about the design and steps necessary. One positive piece of feedback was the overwhelming approval of the payment flow. We worked hard to simplify it in a way that could translate to the new version of the website, and customers were elated at how simple it was.
Ready, Set, Launch!
The go-live was successful in that we didn’t really have many issues. We began to see an almost-immediate increase in the number of people signing up for AutoPay (which we pushed very hard in-app) and a subsequent decrease in late/missed payments as a result. But changing user habits can be hard, and we didn’t have immediate uptake of the app like the Executive Team hoped for. It took a few months to really get most people transitioned over. With some strategic email marketing initiatives, and enough time, we eventually a large majority of our customers to begin using the app.
The go-live was successful in that we didn’t really have many issues. We began to see an almost-immediate increase in the number of people signing up for AutoPay (which we pushed very hard in-app) and a subsequent decrease in late/missed payments as a result. But changing user habits can be hard, and we didn’t have immediate uptake of the app like the Executive Team hoped for. It took a few months to really get most people transitioned over. With some strategic email marketing initiatives, and enough time, we eventually a large majority of our customers to begin using the app.
The go-live was successful in that we didn’t really have many issues. We began to see an almost-immediate increase in the number of people signing up for AutoPay (which we pushed very hard in-app) and a subsequent decrease in late/missed payments as a result. But changing user habits can be hard, and we didn’t have immediate uptake of the app like the Executive Team hoped for. It took a few months to really get most people transitioned over. With some strategic email marketing initiatives, and enough time, we eventually a large majority of our customers to begin using the app.
Lessons Learned
Lessons Learned
Lessons
Conclusion
Conclusion
Conclusion
We had such a shitty app for such a long time, that our customers were just used to using the mobile site. They had built habits around signing in, paying bills, checking balances. And just creating a new app didn’t magically make them trust us that this new version was better. So, while the execs hoped to just get everyone using the app from day one, it was a good lesson in the time it takes to change behaviors. But, we eventually got everyone there and app usage met our expectations within the first full quarter after launch.
We had such a shitty app for such a long time, that our customers were just used to using the mobile site. They had built habits around signing in, paying bills, checking balances. And just creating a new app didn’t magically make them trust us that this new version was better. So, while the execs hoped to just get everyone using the app from day one, it was a good lesson in the time it takes to change behaviors. But, we eventually got everyone there and app usage met our expectations within the first full quarter after launch.
We had such a shitty app for such a long time, that our customers were just used to using the mobile site. They had built habits around signing in, paying bills, checking balances. And just creating a new app didn’t magically make them trust us that this new version was better. So, while the execs hoped to just get everyone using the app from day one, it was a good lesson in the time it takes to change behaviors. But, we eventually got everyone there and app usage met our expectations within the first full quarter after launch.
Update: What Happens Next?
In 2024, the parent company sold Today Card out of their product portfolio. At the time, and this may still be the case, they planned to use everything we created, just transitioned under a new umbrella company. Since I’m not a Today Card customer personally, I don’t know if the app is the same or if anything changed.
What I do know is that the work we put in to improving the product, the customer experience, and the improvements it made to our core metrics helped increase the value of the Today Card brand and was key factor in the acquisition. The improved website and application was a selling point, and no longer a hinderance, for the brand overall. So, while I’m not sure if you can download this app and use what I created, I still feel good about the value I created and the work that went in to improving our products for the customer.
In 2024, the parent company sold Today Card out of their product portfolio. At the time, and this may still be the case, they planned to use everything we created, just transitioned under a new umbrella company. Since I’m not a Today Card customer personally, I don’t know if the app is the same or if anything changed.
What I do know is that the work we put in to improving the product, the customer experience, and the improvements it made to our core metrics helped increase the value of the Today Card brand and was key factor in the acquisition. The improved website and application was a selling point, and no longer a hinderance, for the brand overall. So, while I’m not sure if you can download this app and use what I created, I still feel good about the value I created and the work that went in to improving our products for the customer.
In 2024, the parent company sold Today Card out of their product portfolio. At the time, and this may still be the case, they planned to use everything we created, just transitioned under a new umbrella company. Since I’m not a Today Card customer personally, I don’t know if the app is the same or if anything changed.
What I do know is that the work we put in to improving the product, the customer experience, and the improvements it made to our core metrics helped increase the value of the Today Card brand and was key factor in the acquisition. The improved website and application was a selling point, and no longer a hinderance, for the brand overall. So, while I’m not sure if you can download this app and use what I created, I still feel good about the value I created and the work that went in to improving our products for the customer.