The problem
A business unit was still advising clients on pen, paper and slides. No streamlined information flow, no consistent experience, nothing that lived in the bank’s advisory tool. They needed to come onto BBV Touch, the system the rest of the advisors already ran on.
Straight to the business
In my dual role as Senior Business Analyst and UX Lead, I worked with the business unit. It ran as a loop: show the flow, the structure, the solution, take their corrections, show it again, until they recognised their own way of working in it.
Testing, built into the plan
Testing time was booked in from the start, so it never got squeezed at the end. The sessions were scripted and mixed qualitative research with acceptance: agreed tasks and questions, run with the business in the room. Each was written up, presented, and folded back into the solution before handover. The largest ran in my second month, when a unit pushed for scale.
- ScriptTasks & questions
- Run UATWith the business
- EvaluateWrite up findings
- Fold backUpdate, hand off
One voice, not one build per unit
Every unit wanted its own way of working. The easy answer is a bespoke build for each, which quietly bloats the tool and the development behind it. I fitted each request to a shared pattern instead, so BBV Touch stayed one coherent tool and we could answer every business unit with one voice. This is the part that kept the platform trusted.
Outcome
One business unit moved fully from pen and paper to a tested, streamlined flow inside BBV Touch, handed over clean, with work contributed to several others. Nothing the other units already relied on changed.